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HomeMy WebLinkAboutCOW Agenda Packet 03/26/2002Meeting Location: Mount Prospect Senior Center 50 South Emerson Street COMMITTEE OF THE WHOLE AGENDA Meeting Date and Time: Tuesday, March 26, 2002 7:00 p.m. I. CALL TO ORDER - ROLL CALL Mayor Gerald L. Fadey Trustee Timothy Corcoran Trustee Michaele Skowron Trustee Paul Hoefert Trustee Irvana Wilks Trustee Richard Lohrstorfer Trustee Michael Zadel II. ACCEPTANCE OF MINUTES OF COMMII-rEE OF THE WHOLE MEETING OF MARCH 12, 2002 III. CITIZENS TO BE HEARD IV. VILLAGE HALL PLAN UPDATE Staff has met with the architect (DLK) and construction manager 0N.B. Olson) several times over the last several months in an effort to create a functional office environment that will enhance Village operations. Much of the discussion has focused on addressing existing deficiencies and rectifying such deficiencies in the new building. Staff has also been very conscious of the Village Board's established budget for this project and recommended several compromises to the design team to remain within budget. However, staff has determined that we are now at a crossroads and it is necessary for Village Board input regarding potentially costly items and some additional direction regarding competing space needs within the building. Assuming adequate direction from the Village Board in the near future, the parking deck construction could begin sometime later this summer with projected completion in Spring 2003. The deck will be built separate of the Village Hall building. Several additional meetings will be necessary to finalize numerous building elements with the anticipation that construction might begin sometime next spring with completion early 2004. Members of the Village Hall Ad Hoc Committee, Senior Advisory Council and Youth Commission have been invited to attend the meeting. Appropriate Village staff, DLK Architects and the construction manager of W.B. Olson will be in attendance to answer questions and facilitate discussion. NOTE: ANY INDIVIDUAL WHO WOULD LIKE TO ATTEND THIS MEETING BUT BECAUSE OF A DISABILITY NEEDS SOME ACCOMMODATION TO PARTIClPATE, SHOULD CONTACT THE VILLAGE MANAGER'S OFFICE A T t00 SOUTH EMERSON, MOUNT PROSPECT, ILLINOIS 60056, 847/392-6000, EXTENSION 5327, TDD #847/392-6064. V. IT (FORMERLY MIS) CONSOLIDATION--DIVISION CREATION~PACE ALLOCATION VI. The development of technology and computers in the Village has been consistent with most other communities, whereby the data processing function started as part of the finance operation and evolved to include more and more uses. As these uses became more and more complex and expensive to maintain, the need developed for personnel to be specifically assigned to maintain these tools on behalf of the users. The odginal assumption that computers would create a paperless office in the future will never be realized, however, the use of computers and technology has allowed substantially more information to be processed and analyzed for better-informed decisions and significantly expanded communication opportunities. Since the MIS Coordinator position was created in 1997, the Village has made great advancements in coordinating computer operations among various departments and standardization of software and hardware. The MIS Coordinator's responsibilities tend to focus on organization-wide projects including Internet, e-mail, network-wide issues, etc. Currently there are four main servers providing primary computer services to public works, police, fire, and village hall/senior center. The use of four main servers has evolved pdmadly due to location of facilities and the v~rious development stages of individual department's computer needs. However, with this diversity of operations, the consideration for combining server operations has not been fully explored due to the individual server responsibilities remaining within each individual Department. While there have been great strides in computer management through cooperative efforts, a designated supervisor and formalized job descriptions of various computer-related positions within a Division would create a better sense of organizational development. The computer duties and priorities within each Department are determined by Department needs, and organizational objectives are usually secondary. Also, some regular comlicts have arisen when computer network individuals are forced to balance departmental needs with organizational duties. The evolution of computer operations in the Village is at a crossroads. Staff anticipates direction from the Village Board regarding the creation of an Information Technology (IT) Division. Appropriate staff will be in attendance to answer questions and facilitate discussion. REVISIT FLOATING COFFEE VVlTH COUNCIL The Village Board has requested the opportunity to revisit the concept of Floating Coffee with Council. VII. VILLAGE MANAGER'S REPORT VIII. ANY OTHER BUSINESS IX. ADJOURNMENT II. III. IV. MINUTES COMMITTEE OF THE WHOLE MARCH '12, 2002 CALL TO ORDER The meeting was called t° order at 7:05 p.m. by Mayor Gerald Farley. Present at the meeting were: Trustees Timothy Corcoran, Paul Hoefert, Richard Lohrstorfer, Michaele Skowron and Michael Zadel. Absent from the meeting was Trustee Irvana Wilks. Staff members present included Village Manager Michael Janonis, Assistant Village Manager David Strahl, Public Works Director Glen Andler, Village Engineer Jeff Wulbecker, Traffic Engineer Matt Lawrie and Police Chief Richard Eddington. APPROVAL OF MINUTES Approval of minutes from January 22, 2002. Motion was made by Trustee Lohrstorfer and Seconded by Trustee Zadel. Minutes were approved. CITIZENS TO BE HEARD None. ROAD IMPROVEMENT DISCUSSION Mayor Farley provided a general introduction to the topic stating that the Village has been approached by Cook County as part of the County's Capital Budget Program since the road is currently projected for work in the Five-Year Capital Improvement Budget for Cook County. He stated this is an informational meeting and there have been no decisions regarding this road and stated there will likely be other meetings convened for further input and discussion. Village Manager Janonis stated that Village staff has prepared a brief introduction and there are no plans currently being developed or any design underway regarding any possible road improvements, however, it is in the long- range funding forecast for Cook County and this would be the point in which the Village should weigh in with its recommendations. Village Engineer Jeffrey Wulbecker provided a general introduction to tf)e proposed project limits between Golf Road and Central Road. He provided a description regarding the current conditions of the road and the current configuration of the road. He stated the majority of the right-of-way along the road is approximately 100 feet and traffic volume has been estimated at approximately 17,000 vehicles per day based on a 1998 traffic count. He did state that the Village 'would request the County to perform a more recent traffic count this year to determine the current traffic volume. He stated the asphalt sections of the road are in generally good shape but the concrete Sections are in poor condition. He stated there have been several issues, which have been brought to the Village staff's attention over the years regarding the current road configuration. These issues include the following items: 2. 3. 4. 5. 6. 7. Vehicles passing on the shoulders while vehicles wait to turn left into the driveways or side streets. The County has installed stone shoulders to address this passing but the stones have been shown to cause vehicle damage. Signs have been installed to advise drivers not to pass on the shoulder but it remains an ongoing issue. Various complaints have been forwarded to the Village regarding the difficulty people have of getting on to the road from their driveways. The long waits for left tums into driveways and side streets. The lack of pedestrian crossings especially near Lonnquist to encourage the use of the park. IncreaSed cut-through traffic due to traffic volumes along the road. He stated the typical County design is for a five-lane cross section with a continuous left turn lane with storm sewer and curb with a concrete street throughout. He also stated the County would undertake a study to determine whether the necessary warrants require a traffic signal to be installed at Lonnquist. He also stated that there would be no speed limit change unless requested and studied. He stated the Village has three basic options: Leave the road alone and undergo spot resurfacing. Consider a three-lane cross section. .~ - Consider a four-lane cross section with left-turn lanes at signalized intersections. He stated the County has not proposed anything for consideration to date. General comments from the Village Board members included the following items: There was a suggestion regarding interconnection between the traffic signals along Busse to improve traffic flow. There was also a question regarding street lighting expense and sidewalk expense responsibility. There was also a question regarding the jurisdictional transfer options available. Comments were made regarding the County's improvement of Mt. Prospect Road and how the road looks today when one-half was improved and the other half was not. Village Engineer Jeff Wulbecker stated that there have been no discussions regarding possible jurisdictional transfer options with the County or circumstances, which would surround a possible transfer. Mimi Solt, 608 South Busse, spoke. She stated that she works out of her home and does not see the need for a four-lane road because the volume does not appear to be present. She also stated that she is concerned about the loss of trees and said that a center turn lane would be of some value to allow for left turning vehicles out of the flow of traffic. She stated she Would encourage the Village to consider sidewalks on the west side of the street and install a drainage system to improve water flow. Bill Brelle, 706 South Busse, spoke. He stated that he has been a resident on this street for over 30 years and the traffic volume typically peaks during the rush hours but otherwise the volume does not appear to necessitate additional lanes. Re stated there are similar three-lane profiles connecting four-lane roads throughout the northwest suburbs and encourages the Board to consider such an approach. He stated that Busse is only a connecting point between two other roads and with a four-lane cross section, there would be additional traffic volume. Jim Ruddy, 1451 Bonita, spoke. He stated that he opposes any widening whatsoever and stated the area is a residential street. He stated traffic is only heavy during the rush hours~ and the road does not lead anywhere, therefore, there is no need for additional improvements. He stated any expansion would encourage more traffic and faster speeds and would decrease home values along the road. He suggested the Village Board consider taking over the road jurisdiction. Howard Jennrich, 404 South Busse, spoke. He stated he would be supportive of a left-turn lane at Lonnquist and a possible left-turn lane throughout the stretch but would prefer no curbs and sidewalks. Rosemary Cutinelli, 1701 Bonita, spoke. She inquired when the complaint calls came in regarding Busse, whether they were during the Route 83 reconstruction project. She stated she feels there is a speed problem on the street already and wanted the Village to address the traffic impact. She wanted some relief regarding the drainage along the road due to its impact on her front yard. Rita Buyers, 315 Hatlen, spoke. She stated that she has concerns about a four lane cross section if Westbrook is reopened as an elementary school. Wilbur Tobler, 870 South Busse, spoke. He stated that he has had floodipg in his front yard from Busse and felt that the vehicles were following too closely when utilizing the road. II. VII, Village Manager Janonis thanked the residents for coming and voicing their opinions and stated there would likely be a lengthy time lag before the next meeting is scheduled which would likely be late summer or fall and at that point, there would be additional input requested and more information would be available regarding possible read configurations at that time. 2002 ROAD PROGRAM Village Engineer Wulbecker provided an overview of the road projects for the 2002 construction season. He stated that ten miles of Village streets would be resurfaced and no reconstruction of Village streets would be scheduled this year. He stated that the typical timeframe for each street is approximately three weeks for resurfacing. He highlighted the various projects that were State funded, County funded and Village funded throughout the community. He also stated that there are streetiight improvement projects underway along Central, Route 83 and likely on Algonquin Road this year. General comments from Village Board members included the following items: There was a concern raised regarding cut-through traffic issues with Busse/Algonquin and Golf roads work underway during this season and what possible impact such traffic diversion may have upon the residential streets. There was also a concern raised regarding the crack sealer that had been utilized by the Village. It appears as if the sealer has been plowed off the street during the snowplow season and does not appear as if it has adhered to the pavement properly. Staff was requested to investigate. VILLAGE MANAGER'S REPORT Manager Janonis reminded the viewing audience and the Village Board that the next Village Board meeting is moved to Wednesday, March 20 due to the local election on March 19. _ --. ANY OTHER BUSINESS None. ADJOURNMENT The meeting adjourned at 8:30 p.m. DS/rcc Respectfully submitted, DAVID STRAHL Assistant Village Manager Village of Mount Prospect Mount Prospect, Illinois INTEROFFICE MEMORANDUM TO: VILLAGE MANAGER MICHAEL E. JANONIS FROM: ASSISTANT VILLAGE MANAGER DATE: MARCH 8, 2002 SUBJECT: VILLAGE HALL STATUS MEETING- MARCH 26, 2002 Background: Staff has met with the architect (DLK) and construction manager (W.B. Olson) several times over the last several months in an effort to create a functional office environment that will enhance Village operations. Much of the discussion has focused on addressing existing deficiencies and rectifying such deficiencies in the new building. Staff has also been very conscious of the Village Board's established budget for this project and recommended several compromises to the design team to remain within budget. However, staff has determined that we are now at a crossroads and it is necessary for Village Board input regarding some potentially costly items and some additional direction regarding some competing space needs within the new building. Parking Deck Library Agreement Status: The placement and size of the parking deck has a significant impact on the Village Hall since the overall size parameters are a significantly limiting factor to the overall site. A draft land use agreement has been forwarded to the Mount Prospect Public Library for input and possible revision to memorialize the previous understanding between the Library Board and the Village Board. Alternative parking locations are under discussion for the Library patrons during the deck construction process, however, nothing has been finalized yet. An architectural solution has been drafted to address the book drop needs of the Library in consultation with the Library architect. The preliminary designs call for two on grade entrances to the deck off of Emerson with the book drop traffic focused on the north entrance. Both entrances allow for deck parking space access. The Library loading area is still under discussion and a viable design has not yet been formulated. VILLAGE HALL STATUS MEETING - MARCH 26, 2002 March 8, 2002 Page 2 Construction Details: The deck designers are presenting three alternatives to the deck. All options have eliminated the entrance/exit onto Route 83. Preliminary Parking Deck Plan A (307) does not include any underground parking and generaJly utilizes the existing Library ramp for parking service to the underground Library parking. Preliminary Parking Deck Plan B (366) generally utilizes the existing Library ramp, but also incorporates one level of underground parking. Preliminary Parking Deck Plan C (384) does not utilize the Library's existing ramp and connects with the underground Library parking area by way of a connection further to the east of the existing entrance. This plan allows for parking on one of the ramps to the lower level. The entrance to the underground Library parking cannot be moved to the southeast corner of the Library and maximize parking on both down ramps due to the Library's mechanical room location. The physical location of the parking deck is projected to be 20' from the existing Library building. This space is necessary in order to eliminate the need to install an active ventilation system in the deck and the natural airflow will be adequate at 20' for the required ventilation. The 20' space is currently under discussion as to what should be put in the space, if anything. The space would create a canyon effect and probably not a recommended location for any type of pedestrian walk area due to potential security and sight line issues. There may be an option to include some of the building's mechanical units in this location including the building generator. The parking deck will have to have a fire sprinkler system installed on all levels. The system will be considered a "dry" system that would only have water charged into the system in case of sprinkler head activation. The parking configuration of two rows of parking on either side of a two-way circulation aisle per floor has been recommended. There are some outstanding issues regarding the ramp into the Library underground parking and access to the below grade Village parking area. In order to maximize the parking footprint the ramp down should have parking on the ramp itself. However, there are limitations as to how steep the ramp can be for parking to be available on the ramp and the point at which the lower level Library parking connects to the ramp. There has been discussion between DLK and staff to move the deck's building line or sight line back to the east away from Route 83 in an attempt to more closely match the Library sight line. However, such a move creates additional issues including possible loss of 36 parking spaces (9 per floor)to vehicle circulation when that portion of the deck is removed. The possible 20' that is lost for the improved sight line also may impact the overall standard deck size for cost purposes, but a final determination has not been formulated. DLK is anticipating at least one entrance from the parking deck at grade into the main floor area of the Village Hall. It has also been recommended that a below grade entrance be included into the Village Hall basement for primary employee use. VILLAGE HALL STATUS MEETING - MARCH 26, 2002 March 8, 2002 Page 3 Assuming adequate direction from the Village Board in the near future, the deck construction could begin sometime later this summer with projected completion in Spring 2003. The parking deck will be built separate of the Village Hall building. Village Hall Building: Construction Details: Gross programming space includes approximately 47,000 SF in departmental space with a public circulation core and unfinished basement area of 12,000 SF. The basement was previously estimated at 6360 SF, but that estimate only includes a partial excavation. Staff feels it is critical to have a full excavation and program the space as the need arises; however, in order to cost out the excavation expense other compromises may be necessary. A preliminary plan fostered by DLK included a "T" shaped building with one single-story wing pointing toward Emerson (Preliminary Village Hall Plan A). The remaining programming space would be incorporated into a three-story "L" shape. The proposed shape of the building is to maximize coverage of the parking deck and allow as much light into the structure as possible. Staff had suggested the elimination of the Community Room space for budget purposes and combine all programming space into a three-story "L" shaped space (Preliminary Village Hall Plans B and C). Regardless of the building space, the location of the departments would remain the same in each scheme. The first floor would include the community space/Senior Center and Finance Department. The second floor would include Human Services and Community Development Department. The third floor would include the Village Manager's Office, Human Resources, Village Clerk, TV Services, and Village Board room. The basement would include Information Technology (IT) operations, employee lunchroom, storage areas, and unfinished basement area. All office spaces were standardized based on previously agreed furniture needs. All conference rooms were also standardized based on the anticipated use and location adjacent to the public areas. Wherever possible, conference rooms for public interaction were placed directly off the public space to avoid bringing customers into the "back office." The plans also incorporate a "gatekeeper" concept that requires patrons to be initially served at a front counter in all departments and only brought back into the office areas with an escort and announcement. Community Room space was originally designed to be separated from the Senior Center space so that building users would not have to compete for the same space for individual meeting or recreational space (Preliminary Village Hall Plan A). In theory, the community at-large could utilize the Community Room space without impacting any Senior Center related activities. However, due to preliminary budget estimates, the Community Room was recommended to be eliminated by staffto remain under budget. Such elimination requires ILLAGE HALL STATUS MEETING - MARCH 26, 2002 March 8, 2002 Page 4 the senior center related space to once again be shared with the community space users. Coordination of the space can be accommodated between the two groups. There will be a necessity for several additional meetings to finalize numerous building elements with the anticipation that construction might begin sometime next Spring with completion early 2004. Preliminary Cost Estimates: WB Olson has stated that in order to maximize available funds the parking deck should be constructed of pre-cast concrete and assembled on-site: OIson has projected a price of the different parking deck schemes and the most recent building footprint design in the Projected Budget: Parking OptionsNillage Hall attachment. Based on the current budget, one project, the garage orthe Village Hall building, will likely need to be reduced in scope because both structures cannot be built for maximum programming value within the previously established budget. Space may be reduced slightly through additional refinement of the programming at the next stage of the design assuming general parameters are further honed. There are several minor modifications that are necessary in the Village Hall floor plans to be reflective of current staff and programming needs, however, these modifications will not alter the overall building foot print. The attached page outlines the requested decisions of the Village Board for the next step in the development process. There are several attachments for informational purposes and discussion and are listed on a separate page for inventory purposes. C: Village Hall Team H:\GEN~Village Hall\March 26 2002 VB Cover Status Memo.doc David Strahl Decisions Requested of Village Board for Parking Deck 1) What is the preferred size of the parking deck in terms of spaces? Three different parking schemes are presented for information and proposed cost. 2) Preferred traffic connection with the lower level Library parking area from the parking deck. There are three basic options and each impacts the number of parking spaces available and may further impact the number of total spaces available. 3) Preferred sight line location from Route 83. What sight line reference point would be acceptable? Moving the sight line back to be completely in line with the building line of the Library will significantly limit the number of spaces and economical size of the parking structure could further impact the cost. 4) The community space has been combined with the senior center space, is it acceptable that the two uses continue to share space? Separating the community use space from the senior center space would add an additional wing to the building footprint and add some 4400 SF and ultimately additional expense. 5) Review the community/senior center space to determine if designated space and layout is acceptable. General layout allows for activities to occur separate of general Village operations. 6) Should the building include a partial finished basement and a partial unfinished basement? 7) The general programming space includes standard office sizes for various position types and includes very limited future office spaces. General circulation and mechanical spaces have increased the total building footprint to approximately 47,000. Based on the size of the parking deck preferred what areas are recommended to be reduced within the building to lower the overall cost? 8) Provide general direction as to the preferred exterior design elements. This information will be incorporated into further design elements and proposed elevations will be presented at a future meeting. List of Informational Attachments 1 2 3 4 5 6 7 8 Programming/Square Footage Matrix Projected Budget: Parking Deck OptionsNillage Hall Options Preliminary Village Hall Plan A Preliminary Village Hall Plan B Preliminary Village Hall Plan C Preliminary Parking Plan A (307) Preliminary Parking Plan B (366) Preliminary Parking Plan C (384) I~OMMUNITY DEVELOPMENT U PROGRAM SPACE DESCRIPTION AREA (gsf) DLK 3/21/2002 PLAN PERCENTAGE SHOWS (gsf) CHANGE PLANNING DEPARTMENT SECRETARY OF PLANNING CLOSED OFFICE 190 156 -18% PLANNERS (2) OPEN OFFICE 360 240 -33% G.I.S. OPEN OFFICE 96 96 0% SERVICE COUNTER AREA 100 33 -67% BUILDING DEPARTMENT BUILDING COMMISSIONER PLAN EXAMINER BUILDING INSPECTORS (4) DIRECTOR DEPUTY DIRECTOR CLERKS (4) FILE ROOM SERVICE COUNTER AREA CLOSED OFFICE 168 200 19% CLOSED OFFICE 120 168 40% OPEN OFFICE 256 256 0% CLOSED OFFICE 240 200 -17% CLOSED OFFICE 192 180 -6% OPEN OFFICE 256 256 0% CLOSED ROOM 0 176 NA 100 33 -67% ENVIRONMENTALHEALTH MGR. HEALTHINSPECTORS(4) HEALTH SECRETARY INTERN SERVlCE COUNTER CLOSED OFFICE 168 200 19% OPEN OFFICE 256 256 0% OPEN OFFICE 64 64 0% OPEN OFFICE 64 64 0% 100 33 -67% CONFERENCE ROOMS (2) KITCHENETTE COPY AND SUPPLIES FILE STORAGE WAITING AREA LOCKER ROOM DEPARTMENTAL CONFERENCE ROOM SUBTOTAL GSF CIRCULATION (20%) SUBTOTAL GSF CLOSED ROOM 384 440 15% 80 44 -45% CLOSED ROOM 80 150 88% CLOSED ROOM 0 132 NA 0 280 NA CLOSED ROOM 80 120 50% CLOSED ROOM 0 190 NA 3,354 3,967 18% 671 793 18% 4,025 4,760 18% Page 1 of 7 DLK CUSTOMER SERVICE SUPERVISOR ACCOUNT CLERKS (3) SWITCH BOARD FRONT DESK CLERKS (2) CLERICAL WATER CLERK SECURE SUPPLY ROOM SERVICE DESK OPEN OFFICE OPEN OFFICE OPEN OFFICE OPEN OFFICE OPEN OFFICE OPEN OFFICE CLOSED ROOM 170 192 64 128 64 64 8O 100 160 192 64 144 64 64 88 5O -6% O% 0% 13% 0% 0% 10% -50% ACCOUNTING SUPERVISOR ACCOUNT CLERK ACCOUNTANTS (2) PAYROLL COORDINATOR FILE ROOM CLOSED OFFICE OPEN OFFICE OPEN OFFICE OPEN OFFICE OPEN ROOM 170 64 128 64 0 160 64 176 64 500 -6% 0% 38% 0% NA DATA ENTRY(TEMP) DATA ENTRY CLERK DATA VAULT OPEN OFFICE OPEN OFFICE CLOSED ROOM 64 64 0 64 64 88 0% 0% NA FINANCE DIRECTOR DEPUTY FINANCE DIRECTOR EXECUTIVESECRETARY INTERN RISK MANAGER CLOSED OFFICE CLOSED OFFICE OPEN OFFICE OPEN OFFICE CLOSED OFFICE 240 190 64 64 170 24O 23O 132 132 23O O% 21% 106% 106% 35% CONFERENCE ROOMS (2) KITCHENETTE COPY / OFFICE SUPPLIES WAITING AREA SUBTOTAL GSF CIRCULATION (20%) SUBTOTAL GSF CLOSED ROOM CLOSED ROOM CLOSED ROOM OPEN ROOM 4OO 8O 8O 0 2,704 541 3,245 420 96 144 3O0 3,930 786 4,716 5% 2O% 8O% NA 45% 45% 45% Page 2 of 7 DLK [~VILLAGE ADMINISTRATION MAYOR'S OFFICE VILLAGE MANAGER ASSISTANT MANAGER ATTORNEY ADMIN. ASSISTANT TO VILLAGE MGR. PUBLIC INFORMATION OFFICER INTERN CONFERENCE ROOM CLOSED OFFICE CLOSED OFFICE CLOSED OFFICE CLOSED OFFICE OPEN OFFICE OPEN OFFICE OPEN OFF[CE CLOSED ROOM 240 240 240 100 lO0 lO0 64 400 240 0% 285 19% 285 19% 150 50% 150 5O% 100 0% 64 0% 4OO O% VILLAGE CLERK DEPUTY CLERK RECORDS SPECIALIST CLOSED OFFICE OPEN OFFICE OPEN OFFICE 24O 100 64 240 0% 130 30% 8O 25% HUMAN RESOURCES PERSONNELASSISTANT CONFERENCE ROOM CLOSED OFFICE CLOSED OFFICE CLOSED ROOM 190 100 200 190 0% 144 44% 240 20% KITCHENETTE COPY AND SUPPLIES FILE STORAGE SERVICE COUNTER WAITING ROOM SUBTOTAL GSF CIRCULATION (20%) SUBTOTAL GSF CLOSED ROOM CLOSED ROOM CLOSED ROOM CLOSED ROOM 80 80 400 100 0 3,038 608 3,646 55 -31% 154 93% 376 -6% 60 -40% 160 NA 3,503 15% 701 15% 4,204 15% Page 3 of ? ~HUMAN SERVICES DLK HUMAN SERVICES DIRECTOR DEPUTY DIRECTOR SECRETARY / RECEPTION OFFICE MANAGER CLOSED OFFICE CLOSED OFFICE OPEN OFFICE OPEN OFFICE 240 190 100 100 252 5% 230 21% 100 0% 170 70% SOCIAL WORKER BILINGUAL SOCIAL WORKER SECURE INTERVIEW INTERN (2) SOCIAL WORK MEETING ROOM COMMUNITY PROGRAM ASSIST. PROGRAM STORAGE LENDING STORAGE CLOSED OFFICE CLOSED OFFICE CLOSED OFFICE CLOSED OFFICE CLOSED ROOM OPEN OFFICE CLOSED ROOM CLOSED ROOM 168 168 8O 24O lO0 120 3OO 30O 230 37% 230 37% 90 13% 200 -17% 192 92% 170 42% 682 127% 220 -27% NURSE AND ASSIST, CLOSED OFFICE 240 300 25% MEAL STAGING FOOD PANTRY OPEN ROOM CLOSED ROOM 24 300 0 -100% 153 -49% CONFERENCE ROOM SOCIAL WORK CONFERENCE ROOM KITCHENETTE COPY/OFF[CE SUPPLIES PROJECT AREA SUBTOTAL GSF CIRCULATION (20%) SUBTOTAL GSF CLOSED ROOM CLOSED ROOM CLOSED ROOM CLOSED ROOM CLOSED ROOM 392 200 80 100 100 480 22% 192 -4% 100 25% 110 10% 136 36% 3,542 4,237 20% 708 847 20% 4,250 5,084 20% Page 4 ~ 7 DLK MAIN GATHERING ROOM (CARD ROOM) CLUB / EXERCISE RM. (COMMUNITY. RM.) POOL ROOM CRAFT ROOM KILN ROOM KITCHEN STORAGE RECEPTION DESK TOILET ROOMS SUBTOTAL GSF CIRCULATION (20%) SUBTOTAL GSF CLOSED ROOM CLOSED ROOM CLOSED ROOM CLOSED ROOM CLOSED ROOM CLOSED ROOM CLOSED ROOM OPEN ROOM CLOSED ROOM 1,300 3,000 780 980 270 110 120 8O 0 6,640 1,328 7,968 1,290 930 800 590 168 80 322 8O 128 4,388 878 5,266 -1% -69% 3% -4O% -38% -27% 168% O% NA -34% -34% -34% VENDING / RECYCLING/SHOP COMPUTER TRAINING CLASSROOM CLOSED ROOM CLOSED ROOM CLOSED ROOM 144 950 950 -100% -100% -100% Page 5 of 7 DLK I[TELEVISION SERVICES STUDIO CONTROL ROOM PRODUCTION STUDIO OFFICE RECEPTION EDIT ROOMS (3) CABLE CAST STORAGE KITCHENETTE COPY AND SUPPLIES SUBTOTAL GSF CIRCULATION (20%) SUBTOTAL GSF CLOSED ROOM CLOSED ROOM OPEN OFFICE CLOSED ROOM CLOSED ROOM CLOSED ROOM CLOSED ROOM CLOSED ROOM 200 300 200 240 100 100 8O 80 1,300 26O 1,560 192 266 176 216 96 112 24 72 1,154 231 1,385 -4% -11% -12% -10% -4% 12% -70% -10% -11% -11% -11% OmCE TRAINING ROOM MIS OFFICE SERVER ROOM EQUIPMENT STORAGE DATA VAULT / WORK AREA CONFERENCE ROOM COMMON AREA (COPY, PRINT, ETC.) FUTURE POSITIONS (2) PC SPECIALIST SUBTOTAL GSF CIRCULATION (20%) SUBTOTAL GSF CLOSED ROOM CLOSED ROOM CLOSED ROOM CLOSED ROOM CLQSED ROOM CLOSED ROOM OPEN ROOM OPEN OFFICE OPEN OFFICE 400 170 300 170 200 200 0 192 64 1,696 339 2,035 510 170 294 180 180 195 240 192 8O 2,041 4O8 2,449 28% 0% -2% 6% -10% -3% NA 0% 25% 20% 20% 2O% Page 6 of 7 DI I[GENERAL NON-PUBLIC SPACES MAIL AND COPY ROOM MUD ROOM / LOCKERS LUNCH ROOM GENERAL BUILDING STORAGE ARCHIVAL STORAGE - EACH DEPT. LOADING - SERVICE ENTRY MECHANICAL ROOMS PRE-MEETING EXECUTIVE SESSION TRUSTEE WORKSPACE CLOSED ROOM CLOSED ROOM CLOSED ROOM CLOSED ROOM CLOSED ROOM CLOSED ROOM CLOSED ROOM CLOSED ROOM CLOSED ROOM SUBTOTAL GSF CIRCULATION (20%) SUBTOTAL GSF 500 100 800 0 0 300 0 300 200 2,200 44O 476 -5% 0 -100% 768 -4% 5,340 NA 0 NA 0 -I00% 2,000 NA 405 35% 121 -40% 9,110 314% 1,822 314% 2,640 10,932 314% I[GENERAL PUBLIC SPACES ENTRY LOBBY PUBLIC TOILETS RECEPTION KIOSK BOARD ROOM STORAGE-BOARD ROOM SUBTOTAL GSF CIRCULATION(20%) SUBTOTAL GSF OPEN SPACE CLOSED ROOM OPEN SPACE CLOSED ROOM CLOSED ROOM 0 0 80 3,500 100 3,680 736 4,416 1,080 NA 2,730 NA 0 -100% 3,490 0% 128 28% 7,428 102% 1,486 102% 8,914 102% GRAND TOTAL GSF 33,785 47,710 41% Page 7 of 7 03/21702 14:49 FAX 847 498 .4896 ~.B. OLSON INC~ : ~001/005 W.B. OLSON, INC. 3235 ARNOLD LANE IlL TRANSMITTAL · NORTHBROOK, ILLINOIS 60062 · 847-498-3800 · FAX 847-498-4896 TO: Village of Mount Prospect DATE: 03/21/02 PROJECT NO.; 101 AI'rENTtON: Dave Strakl PROJECT: Mt. Pm~ect Village ~T~I1 & TRANSMITTED VIA: [ ] MAIL. [~ FAX [ ] MESSENGER [ ]: QUANTrrY DATE DESCRIPTION FOR: [ ] APPROVAL [ ] YOUR USE [ ] AS REQUESTED [ ] CORRECTIONS [ ] BIDS DUE IX] REVIEW & COM;fr [] . 1 3/20/02 I 3/21/02 W. B~,iOlson Parking Facility Project Budget ,...W. B/Olson Parking aud Village Hall Budget NOTES: 1. Budgets are based on'the Des,man sketches dated 3/5/02 and DLK space analysis dated 3/12/02. 2. Please call with any questions; COPYTO: DLK-F~ed Sickler (3t2) 3:22-094'1, DLO ]FIELD [ ] FILE ix] VIA FAX: [ 3] PAGES (a47) 392-6022 W,B. OLSON, INC. SIGNED: Dan Polfi~s~ __ oo/~1/02 14:49 FAX 8~? 498 4896 W.B. 0LSON INC. ~002/003 W.B. OLSON, INC. PROJECT BUDGET JOB: Parking Facility:for the Mount ProspeY~t Village Hall ARCH: DLK I Desman, Budget is based on Der, man schematic plan sheets dated 3/5/02 which shows $ options. Option A -366 cars with an ama of approximately 140,910 sf Option B -384 cam with an area of approximately 140,910 si' Optlon C -307 cars with an area of approximately 116,000 sf ~'~.~ O ,L~., .n I~rFvi~w!FI ~ ~sCh.~,matic drawings and =uggest that a budget cost of $50 ~o $55/S-l~b~6r 6~it~oi~s ~, B & C. We have a so,~0mp eted a trade aha ysis of option A but due to the current stage of the plans several large assumptions had to be made. Noneth~lasS, '~his trade analysis has confirmed that this price range is realistic and should*be uSed until further drawings can be piiced. 3/20/02 ........ Ootidn'A ' ..... area ........... ' ":- "'" lower I,~'1 231' x~22' 28,182 sf ground level 28.182 ~. ~"~ ~'" 2nd flobr 28,182 · 3rd floo~ 28,182 roof 2.8,182 140,910 sf O~ion B ...... ground'level : 2nd ~ld0~-~:'~ 3rd floo¢, ~ roof I~wer level gmund']6vel 2nd floor 3rd flob'i- '. 231' x,12Z appro)c 231' ~ 122' _area 28,182 sf 28,182 28,182 ~, 28,18,?. 28,182 · 140,910 sf 4,000 Sf 28,182 28,182 28.182 28.182 116,728 Sf cost~.$50/sf $7,045,500 cost ~_ $,50/sf $7,045,500 .cost ~ ~k~Olsf $5,836,400 cost ~ $55/sf $7,750.050 cost $ss/sf $7,750,050 cost ~ $53/sf $6,420.040 0~02 Z4:~0 FAX 847 498 4896 ~.B, 0LSON INC. ~005/003 W.a. 0LS0N, C.. March21,2002 PROJECT: ARCHITECT: MT. PROSPECT PARKING AND VILLAGE DLKfDESMAN Budget ba.~d on revised spac~ apalysis dated 3/12/02 ~ini~ed Soaoe fl0,370 $183 032~/q', L~:!:'.q FAX 1~47 ~/~I~liamcai Space , ~,,(~6~$ $183 Total 42,370 Budgot $7,3~7,710 :ii~ $366,000 $7,753,710 Unfinished Basement 5,340 $75 - $100 $400,500 $534,000 Seheme'A Partial 10~et level parking (366 Spaces) Scheme B Full lowe~ level parking (384 Spaces) Seh~rae C No lower lextel parkin~ (307 Spaces) $7,750,050 $7,750,050 $6,420,040 Total Project Cost 384 Parking Spaces' and 47,000 'gl- V~age Hall $15,503,760 (not inclu ding unfinislmd basem~t 366 Parking Spaces and 47,000 ag V'tllage Hall $15,503,760 (not including u~finished basemeat 307 Parking Spaces and 47.000 sf~-dlage Hall $14,173,750 (no~ including llnfinlshed basement Cost ~or unfinlshod basement is b_~ee~ $400,000 and $535,000 depending upon the extent ofinfxastruoture and finish desired. ~ualilications 1. Budgets are based upon revised sl~tohes from DLK dated 3/12/02. 2. Sketches do not provide s,~ident detail ilar detailed budgets of finishes, lYIng' scope., otc. 3. Parking structure buflg~t is based on De. sman drawings dated 3/5/02 which do not provide any detail o£ f:mishes, MEP, ot~. pc^~ A P ~ X ,4TA,'A~h,re £o1¢ U~rlC~ /' Io ilO000000 © 0 0 0 I ~1~1~1 1.,~1~'1 I I I I I I MOUNT PARKING FACILITY PROSPECT VILLAGE MOUNT PROSPECT, ILLINOIS HALL DESMAN ._ 2'_.'_°.~_'_: '_'._ PARKING'°~ACInTY DESMAN MOUNT PROSPECT VILLAGE HALL ._2'.'4~_'_~Z MOUNT PROSPECT, ILLINOIS '~ MOUNT PARKING FACILITY PROSPECT VILLAGE MOUNT PROSPECT, ILLINOIS DESMAN MAIN STREET EMERSON STREET MOUNT PARKING FACILITY PROSPECT VILLAGE MOUNT PROSPECT, ILLINOIS HALL DESMAN MAIN STREET EMERSON STREET MOUNT PARKING FACILITY PROSPECT VILLAGE MOUNT PROSPECT, ILLINOIS HALL DESMAN MAIN STREET EMERSON STREET PARnNg,,.VAC~U~ DESMAN MOUNT PROSPECT VILLAGE HALL MOUNT PROSPECT, ILLINOIS PARKING FACILITY -~ DESMAN MOUNT PROSPECT VILLAGE HALL .,~_o.~:T,. PARKING FACILITY MOUNT PROSPECT VILLAGE MOUNT PROSPECT, ~.I.INOIS DESMAN HALL MOUNT PARKING FACILITY PROSPECT VILLAGE HALL MOUNT PI~OSPECT, ILLINOIS DESMAN MAIN STREET EMERSON STREET MOUNT PARKING FACILITY PROSPECT VILLAGE MOUNT PROSPECT, ILLINOIS HALL DESMAN MAIN STREET EMERSON STREET MOUNT PARKING FACILITY ~ DESMAN PROSPECT VILLAGE HALL "'° MAIN STREET r, EMERSON STREET MOUNT PARKING FACILITY PROSPECT VILLAGE MOUNT PROSPECT, ILLINOIS HALL MOUNT PARKING FACILITY PROSPECT VILLAGE MOUNT PROSPECT, ILLINOIS HALL DESMAN MOUNT PROSPECT VILLAGE HALL DESMAN MOUNT PARKING FACILITY PROSPECT VILLAGE MOUNT PROSPECT, HALL DESMAN ._2~Z__ FACILITY MOUNT PROSPECT VILLAGE PARKING FACILITY MOUNT PROSPECT VILLAGE MOUNT PROSPECT. ILLINOIS HALL DESMAN PARKING FACILITY DESMAN MOUNT PROSPECT VILLAGE HALL-.--~[J.;~--~--'~Z MOUNT PROSPI~ICT. ILLINOIS '-- Village of Mount Prospect Mount Prospect, Illinois INTEROFFICE MEMORANDUM TO: FROM: DATE: SUBJECT: VILLAGE MANAGER MICHAEL E. JANONIS ASSISTANT VILLAGE MANAGER MARCH 19, 2002 PROPOSAL TO CREATE INFORMATION TECHNOLOGY (IT) DIVISION The use of computers and other types of technology has grown exponentially not only throughout the private sector but also at the Village. In 1993, the Village had less than 20 personal computers and one server performing financial applications. In 2002, the Village has some 185 personal computers and 245 users, four main file servers and several specialized application servers, and a network of cable and fiber connecting all the machines together. The Village also increased the number of fax machines, wireless phones, provided internet connections, e-mail capability, and telephones over the similar time frame. The use of technology has developed into another tool necessary for staff to undertake the required tasks to serve the community. The development of technology and computers in the Village has been consistent with most other communities, whereby the data processing function started as part of the finance operation and evolved to include more and more uses. As these uses became more and more complex and expensive to maintain, the need developed for personnel to be specifically assigned to maintain these tools on behalf of the users. The original assumption that computers would create a paperless office in the future will never be realized, however, the use of computers and technology has allowed substantially more information to be processed and analyzed for better-informed decisions and significantly expanded communication opportunities. Since the MIS Coordinator position was created in 1997, the Village has made great advancements in coordinating computer operations among various departments and standardization of software and hardware. The MIS Coordinator's responsibilities tend to focus on organization-wide projects including Internet, e-mail, network-wide issues, etc. Currently there are four main servers providing primary computer services to public works, police, fire, and village hall/senior center. The use of four main servers has evolved primarily due to location of facilities and the various development stages of individual department's computer needs. However, with this diversity of operations, the consideration for combining server operations has not been fully explored due to the individual server responsibilities remaining within each individual Department. PROPOSAL TO CREATE INFORMATION TECHNOLOGY (IT) DIVISION March 19, 2002 Page 2 There are several other servers that perform very specialized functions as required of the application software. The original technology vision was created when the MIS Coordinator position was created to provide a basis for decisions regarding technology funding and use. The original vision is as follows. 1) Increase timeliness of service. 2) Minimize or eliminate paper/hand processing. 3) Eliminate duplicate work. · 4) Share information across different departments. 5) Improve information accumulation and dissemination without incurring additional staff time. 6) Expand opportunities to provide information to the general public. These basic goals have worked well in the past and continue to assist in the decisions that are made regarding technology issues. The current technology decision process can best be described as de-centralized with general oversight without direct oversight responsibility. There are personnel specifically dedicated to maintaining and managing computer technology in the Police, Fire, Public Works and Finance Departments. The individuals in the Police, Fire and Public Works Departments focus primarily on their own Departmental operations with the technical employee in the Finance Department providing services to not only Finance but also to other users in the Village Hall and Senior Center. Regular discussions between these employees are utilized for determining direction on numerous upgrades and standardization efforts. As might be imagined, there are significant differences in service levels between Departments and development of technology options. The individuals in the various Departments take direction from the Department Directors; not necessarily the MIS Coordinator (Management Information Systems). While there have been great strides in computer management through cooperative efforts, a designated supervisor and formalized job descriptions of various computer-related positions within a Division would create a better sense of organizational development. The computer duties and priorities within each Department are determined by Department needs, and organizational objectives are usually secondary. Also, some regular conflicts have arisen when computer network individuals are forced to balance departmental needs with organizational duties. The evolution of computer operations in the Village is at a crossroads. The efforts to standardize have been accomplished and the effort necessary to move forward together (all departments) has been tested periodically. As long as the Departmental duties retain priority, the overall organization suffers unless true IT oversight is created. While cooperation among Departments has been enhanced, Departmental needs will remain a priority regardless of the considerations among other Departments. Limited sharing of knowledge and information leaves each Department more independent than desired. ROPOSAL TO CREATE INFORMATION TECHNOLOGY (IT) DIVISION March 19,2002 Page 3 The attached documentation includes the following items: · Memorandum of August 9, 2001 proposing the creation of an IT Division (Attachment A). · Memorandum and summary of comments from various departments responding to the proposal to create an IT Division (Attachment B). · Memorandum providing responses to the comments from the various departments (Attachment C). · Memorandum summarizing MIS and IT operations in other surrounding communities (Attachment D). · MemorandUm outlining the proposed transition plan to coincide with the construction of the new ViIlage Hall and future scheduled server purchases (Attachment E). I would recommend Village Board approval to create the IT Division under the general supervision of the Village Manager's Office effective with the next fiscal year. Personnel needs will be evaluated during the transition stage and future recommendations may include additional personnel in future fiscal years. If you have any questions, please contact me. David Strahl c: MIS Coordinator Joan Middleton H:\GEN\BUDGE712002\IT Division Creation Memo ~ VB.doc Village of Mount Prospect Mount Prospect, Illinois INTEROFFICE MEMORANDUM TO: FROM: DATE: SUBJECT: VILLAGE MANAGER MICHAEL E. JANONIS ASSISTANT VILLAGE MANAGER AUGUST 9, 2001 PROPOSAL TO CREATE MIS DIVISION Since the MtS Coordinator position was created in 1997 the Village has made great advancements in coordinating computer operations among various departments and standardization of software and hardware. The MIS Coordinator's responsibilities tend to focus on organization-wide projects including Internet, e-mail, network-wide issues, etc. Currently there are four main servers providing primary computer services to public works, police, fire, and village hall/senior center. The use of four main servers has evolved primarily due to location of facilities and the various stages of individual departmental computer development. However, with this diversity of operations the consideration for combining server operations has not been fully explored due to the individual server responsibilities remaining within each individual department. As you are aware Data Processing functions and MIS operations have typically been a function of Finance both here and in other organizations. The complexity of organizational operations has necessitated more of a global evolution. MIS operations have moved beyond the bounds of Finance in other organizations in order to address organizational needs. The preliminary framework is place here to duplicate the success of other organizations by creating an MIS Division that manages all computer operations throughout the Village. Computer operations should be defined by organizational needs just as telephone needs are. Generally, technology considerations should be organizational considerations that apply to departmental operations so that departmental decisions do not impact the overall organization without careful and thoughtful deliberations. While there have been great strides in computer management through cooperative efforts a designated supervisor and formalized job descriptions of various computer related positions within a division would create a better sense of organizational development. The computer duties and priorities within each department are determined by department needs and organizational objectives are usually secondary. Also, some regular conflicts have arisen when computer network individuals are forced to balance departmental needs with organizational duties. The evolution of computer operations in the Village are at a crossroads, the efforts to standardize have been accomplished and the effort necessary to PROPOSAL TO CREATE MIS DIVISION August 9, 2001 Page 2 move forward together (all departments) has been tested periodically and as long as the departmental duties retain priority the overall organization suffers, unless true MIS oversight is created. While cooperation among departments has been enhanced, departmental needs will remain a priority regardless of the considerations among other departments and limited sharing of knowledge and information which leaves each department more independent than desired. The following is a list of objectives to be accomplished by creating an MIS Division: Improve Staff Efficiency: Any time there is a change in software, i.e. updates, new work stations, or patches, each computer network person in each department must test the change based on the individual server's nuances. Not every server is set up the same way in each department. A set of procedures is created for each server operator to implement any changes unique to each server. An option for improvement that could be considered is the assignment of several computer server people to work collaboratively to create the necessary procedures. Also it is very difficult for individuals responsible for other servers to assist any users connected to a different server if the main server operator is unavailable. It is not uncommon for a user to sit idle for a lengthy period of time while either another server operator attempts to resolve the problem or until the server operator checks in. There is no coordination as to the days off between server operators so emergency coverage is suspect. Improve ServedComputer Efficiency: As stated before there are four main servers and if that number is ever to be reduced the assigned staffto manage and maintain these servers needs to be a in centralized location with oversight to ensure back-up and disaster recovery procedures are redundant for any server. While some procedures have been developed there is no system in place for a redundant back- up where regardless of the server operator any one of them could resolve any problem. The Village previously was subjected to computer operation limitations based on the personality of the actual computer operator and are repeating this lesson learned by not establishing formal overlapping back-up procedures and responsibilities. -- Reduce the Number of Servers: There are currently four serves that are in place based on the limitations of previous technology and actual location concerns. It is quite possible to reduce the number of serves to two with proper back-up procedures .and redundant facilities. The reduction in servers should be coordinated with the establishment of a central location where oversight and control will be naturally improved by assigning server operators to a central location. It is recommended that a central server operation room with staff space be created within the new Village Hall. The time is now to consider this operational PROPOSAL TO CREATE MIS DIVISION August 9, 2001 Page 3 improvement within the new building and not continue the existing system by not addressing it. Standardization: While there have been improvements in standardization through the purchase of hardware and software, network management and security procedures are not consistently applied across the organization. Again with centralized oversight this need would be improved and managed because everyone would be utilizing the same approach. Policy Enforcement: Users are limited to the amount of storage space available on each server, but the amount varies from server to server. There have been discussions to limit the need to expand the storage capacity in the past, but no formal policy with the necessary enforcement procedure has been implemented. The various server operators have periodically requested additional storage capacity without actually implementing the storage limitations. There is a desire to limit the upgrades to each server due to the life cycle and server investment. The utilization of training materials have been made available via the network, but no formal requirement to make the materials available or training of users has been created. Centralizing this responsibility would equalize abilities of users organization-wide. 6. Resource Sharinq: Currently each server operator is provided or purchases software media and printed resources with very limited or non-existent sharing among other server operators. Each server operator wants original materials. If there are fewer servers in a central location this would not be an issue. The knowledge base and training opportunities among the server operators varies by department and should be standardized so that all server operators are knowledgeable to address any issue. Operational demands are different between server operators depending on the department. If operations are centralized the workload could be more equally distributed. Also if a server operator needs to focus to departmental needs alone, server operations should not suffer, if the necessary back-up is created and centralization is in place the departmental need would be addressed. 7. Use of Sworn Personnel: The police and fire departments have utilized sworn personnel for server operations for several years out of basic necessity. However, this operation is not ideal and should be transferred to a civilian responsibility. The current sworn individuals serving as the network server administrators are very competent, but this duty is not a dominion of sworn personnel only. The server operations of the two departments could be combined and even moved out of the facility to a central location. Security and user responses would not suffer with the change. It is possible that the duties of the two sworn members be transferred to a civilian employee at a budget savings. PROPOSAL TO CREATE MIS DIVISION August9,2001 Page 4 GIS: GIS has remained under the engineering division at Public Works because of the direct need for map information and the ability to update the Village infrastructure inventory. However, much of the promise of GIS was the ability to share the map information and applying different databases for research and analysis by other departments. The GIS information has been very slow in moving into other departments if at all. Moving the responsibility of sharing GIS data under MIS would focus the information on the needs of the organization. Help Desk: If MiS operations are centralized a Help Desk function could be created to assist users with various issues and questions. As it stands today, the network administrators assist users when time allows, but general operations tend to take up the majority of the time of the server operators. Recommendations: Below are the recommended changes necessary to create an MiS division. 1. Create a central server location and centralized office space for the personnel responsible for MIS operations. 2. Convert the sworn police and fire personnel currently responsible for computer network administration to a civilian position working out of the centralized location. Reduce the number of servers to two main servers with one located at Public Works and the other located in the new Village Hall central computer operations area. The main Village server in Village Hall will be configured with a back-up server and be connected to generator back-up. The Village Hall server will provide computer server operations to Village Hall (all departments located therein) and police and fire departments. Review the need to assign a qualified computer operator to Finance for all Finance related needs in an effort to reduce the conflict of Finance needs and network administration. Assign network administrative personnel to "Help Desk" to res 2ond to user issues without disrupting other pending projects. 6. Move GIS server operations to the central computer location ~n new Village Hall. ROPOSAL TO CREATE MIS DIVISION August9,2001 Page 5 I anticipate extensive discussion regarding this proposal and whether this becomes a reality or not there remains several issues that need to be resolved and continuing operations as before will not address the issues. If you have any questions, please let me know. David Strahl c: MiS Coordinator Joan Middleton H:\GEN\BUDGET~2.002\MIS Division Option.doc Proposed Organizational Chart for MIS Division - 2002 Budget Assistant Village Manager MIS Coordinator Data Processing Supervisor Data EntryClerk PC Specialist/ Programmer PW Network Specialist GIS Coordinator Police/Fire Network Specialist(s) August 9, 2001 Village Computer Vision - 2001-2002 The Village Computer Vision was first created in 1997 to provide overall direction for the Village's efforts toward creating a productive computing environment. The mission and goals of the Vision were defined at that time for use in weighing decisions against whether the general goals are met. The Village Computer Vision is a dynamic document will be periodically reevaluated and updated to reflect current technology trends, while remaining focused on the original mission and goals listed below. Mission: To maximize the use of appropriate technology within defined financial constraints to achieve the established goals of the Village. ComputerFFechnoloqy Goals: 1. Increase timeliness of service 2. Minimize or eliminate papedhand processing 3. Eliminate duplicate work 4. Share information across different departments 5. Improve information accumulation without incurring additional staff time 6. Expand opportunities to provide information to the general public Overview This is the third edition of the Village Computer Vision, which is updated every two years. Its purpose is to illustrate how technology is expected to be applied at the Village and what the general vision entails. General trends are discussed, progress to date is summarized and planned projects are listed. General Villa,qe Trends / Status Network Connectivity It's been an ongoing goal to provide Fast Ethernet (100 Mbps) connectivity to all Village workstations where possible. Currently the data cabling at the Police and Fire Headquarters only provides 10 Mbps connectivity to most Police and Fire users within the building. Data cable rewiring is planned for that location for 2003 in the CIP. The data connection to the outlying fire stations is running at about I Mbps since it is sharing bandwidth with the telephone system, and there are no plans at this time to improve these connections since there are only two or three PCs at each outlying fire station. However, if Fire demands increase to the point of adverse operational impacts, reconsideration should be undertaken. In general, bandwidth needs and standards will continue to grow and bandwidth utilization should continue to be monitored and upgraded as ne. cessary. Remote Connectivity via the Intemet In 2000 Outlook Web Access was implemented to allow users to connect to their e-mail from theweb. Future projects include networkfile access fromthe Internetthrough aVPN (virtual private network) to provide access while maintaining security. Research continues to move toward implementation. This technology may be used to connect remote sites, such as the Randhurst Police Substation, or individuals who need access while away from the office or from home. 1 Wireless Connectivity via Cell Phones The Village has standardized on the use of Nextel phone for all mobile phone use. Nextel functionality includes the ability to send text messages to the phones and staff is currently testing the ability to forward e-mail to the phones. Other potential applications should continue to be explored. Wireless Connectivity via Wireless Modems Remote connectivity should also include the ability to perform wireless transactions from squad cars and other Village vehicles. Such connectively would most likely be implemented with the use of a VPN to keep it as secure as possible. Staff should continue research in this area. Wireless Connectivity via PDAs PDAs (personal digital assistants) and other hand-held devices provide new opportunities for mobile users and field personnel to easily move their data in and out of the office. The Village has not yet standardized on a particular PDA model, but expects PDAs to become a vital part of the Village computer technology. This technology shows great promise and the potential applications should continue to be researched. Telephone System Improvements The current trend is for telephone systems and data networks to become more integrated. Currently the Village voice and data traffic are sharing bandwidth to the outlying fire stations. In the near future the telephone system will be administered from networked PCs instead of dial-up connections. There are plans to centralize the management of voice mail and the four PBX's into one networked application in the 2002 CIP, which will capitalize on the high- speed fiber connection between Public Works and the Public Safety Building. Future applications may require even closer integration of the technologies and the convergence of these technologies creates new security vuinerabilities that will need to be addressed. Networked PC Manaqement Network Administrators are exploring methods to manage networked PCs remotely to facilitate troubleshooting and to install new applications. Software trends continue to provide better management capabilities, and such technologies should be utilized as much as possible. In general, the Village should move toward the employment of centralized management systems wherever possible. Computer Education Computer education has been difficult due to lack of tra!ning facilities, but plans to build a new Village Hall provide the opportunity to create a dedicated computer training room. The Village MIS staff and Human Resources staff intend to design an improved computer- training program to allow employees to use technology more efficiently and completely. Also a skill-testing program is being established to evaluate potential employees and to determine the educational needs of existing employees. GIS and Data Inteqration Sharing data between proprietary applications, such as GIS and water biIling, can be difficult but the benefits can make it worthwhile. Through the integration of a master file, data can be pulled from other applications to alleviate the duplication of effort, to save time, and to minimize errors. Most Village departments utilize street names and map data in particular, and should seek ways to share this and other information and to pursue ways to integrate data wherever it is feasible and beneficial. 2 For the most part the GIS data has been entered into the database and Village users have limited access to GIS maps through a standard web browser. GIS data can provide valuable information to many departments, and the Village should seek out better ways to allow other departments to utilize the information. Extensive efforts should be undertaken to expand the usage of GIS data for different departmental needs. Electronic Record Keepinq The Village has made an initial investment in an electronic record keeping system, which will save valuable filing space and allow improved access to public records by any interested party. The system should be expanded to allow it to be utilized by other departments. This will reduce costs and allow the overlapping of staff knowledge regarding the use the system. Records should be made available for the general public and staff through separate Iogin options. Kiosk The Village has worked hard to provide information to residents without placing a large burden on employees to retrieve the information for them. A great deal of information is provided through the newsletter and through the web site. The next step is to provide a kiosk at Village Hall that will al Iow residents to retrieve information directly from the web site or from a Village intranet. Security As predicted e-mail has become the biggest current virus threat and new wireless devices could bring new virus threats as well. The potential wireless technologies and telephone system integration also create new security risks that must be addressed before any new vulnerabilities are created. The Village should continue to take security issues seriously, making a rigorous effort to maintain the necessary security and remain aggressive in prevention. The list below shows a summary of the Village's computer progress to date and itemizes items budgeted but not yet purchased. The budget amount is shown in parentheses, if known. Proqress 1996 1997 1998 1999 · Connected Village LANs together · Implemented internal E-mail · Implemented Computer Replacement Schedule · Standardized on PC hardware for new purchases · Started implementation of GIS · Started Fire Department switch from Macintosh network to PC network · Created first Village web site · Standardized on PC software throughout the Village · Upgraded E-mail system to Exchange · Created Village Computer Users'Manual · Provided Internet access and Internet E-mail to Village netw)rk users Installed a firewail to provide security from outsiders · Completed Fire Department switch from Macintosh network to PC network · Implemented newVillage SCI financial software 1999 continued · Improved web site to provide more information to residents · Upgraded computer network backbone to Fast Ethernet · Provided data connectivity to outlying fire stations · Prepared forY2K · Installed Village web server · Implemented document imaging system to provide information to residents 2OOO 2001 · Upgraded network operating system to NetWare 5.1 · Upgraded hubs to Fast Ethernet · Changed PC replacement cycle from a 5-year to a 4-year cycle · Began producing statistics on web site traffic · Installed Outlook Web Access to provide e-mail access from the ~b · Upgraded data connection Public Works to fiber · Added telephone system to MIS responsibilities · Added removable hard drive to main PBX for easy backups · Improved connectivity to outside poIice agencies · Installed CD tower to expand document imaging system On~qoinq Projects - 2001 · Upgrade standard desktop operating system software and standard desktop office suite including memory upgrades as needed ($56,000)- CIP · Create an intranet to provide general information to Village employees Planned Proiects 1 Year (2002) · Make GIS available to employees Village-wide · Centralize the management of the telephone and voice mail ($43,000) - CIP · Participate in integration of technology into proposed Village Hail · Expand VPN usage · Expand document imaging to other departments · Create an MIS Division to integrate decentralized computer functions in other departments for better technology use · Begin to upgrade Novell network operating system to Windows platform 2 Years (2003) · Upgrade Exchange 5.5 to Exchange 2000 · Rewire Police and Fire Headquarters to support Fast Ethernet ($18,000) · Complete the upgrade of Novell network operating system to Windows platform · Outfit new Village Hall Training Room with PCs and Smart Board ($23,500) · Move the e-mail, firewall, proxy and web servers from the server room at the Public Safety Building to the proposed Village Hall · Implement a kiosk at Village Hall to provide commonly requested information to residents 3 Years (2004) · Implement use of wireless technologies where it is found to be beneficial 4 Years (2005) · Upgrade desktop operating system ($56,000) - CIP C:\DOCUMENTS AND S ETTINGS\DSTRAHL\LOCAL SETTiNGS\TEMPORARY [NTERNET FILES\OLKS\COMPt~TER VISiON 2001.DOC 4 illage of Mount Prospect Mount Prospect, Illinois INTEROFFICE MEMORANDUM TO: FINANCE DIRECTOR DOUG ELLSWORTH POLICE CHIEF RICHARD EDDINGTON FIRE CHIEF MICHAEL FIGOLAH PUBLIC WORKS DIRECTOR GLEN ANDLER COMMUNITY DEVELOPMENT DIRECTOR BILL COONEY HUMAN SERVICES DIRECTOR NANCY MORGAN FROM: ASSISTANT VILLAGE MANAGER DATE: DECEMBER 10, 2001 SUBJECT: PROPOSAL FOR CREATION OF MIS DIVISION Attached for your information and comment is a memorandum that was written as part of the 2002 budgetary discussions, however, additional discussion was postponed until the Village Hall was a little further along in the planning stages. At this point based on the programming necessary for the new Village Hall, some discussion should take place regarding this option because the time is nearing where decisions have to be made regarding the Village Hall space. Please return your comments to me by January 15, 2002. Please review the draft and feel free to offer constructive comments, however, I would suggest the following caveats to keep in mind during ~our review. · The proposal lists the Data Processing Supervisor under the MIS Coordinator, but another option could be to leave the position under Finance and assigned only Finance related computer duties, · The attached is a proposal or draf~ and nothing has been set in stone. · While the current computer operations are adequate we need to look to the future and what should be the best decision process for the application of computer technology. · It is common to be concerned about any change, but not being open for possible change is not beneficial for the organization. · Offer options, do not just highlight why something cannot or should not be done, tell me how it can be accomplished. · We are all on ~he same team it is not a competition. · Personalities have no place in the decision process. David Strahl Village Manager Michael E. Janonis c: ~ MIS Coordinator Joan Middleton H:\GEN\MiS\MIS Division Dept ReviewCover Memo.doc Village of Mount Prospect Mount Prospect, Illinois INTEROFFICE MEMORANDUM TO: FROM: DATE: SUBJECT: DAVE STRAHL, ASSISTANT VILLAGE MANAGER DIRECTOR OF FINANCE JANUARY 10, 2002 CREATION OF MIS DIVISION I recently met with Carol Widmer, Robert Rundell and Carol Schambach to review your proposal to create an MIS Division of the Manager's Office. Following are our comments. Generally, we believe that the creation of an MIS Division is an excellent idea and would be very supportive of such. Theoretically, such a move should lead to improved staff efficiency, improved server efficiencies, better standardization, and resource sharing. Some of the other benefits of a ceritralized MIS Division as we see it include: 1) better cooperation between employees assigned to MIS functions; 2) a more evenly distributed workload; and 3) smoother transitions when extended illnesses or vacancies arise. There were some facets of your memorandum that we would like to comment on specifically. In the third paragraph you comment that the computer duties and priorities within each department are determined by department needs, and organizational objectives are usually secondary. We agree with this statement and believe that this will sometimes be the case even with a re-organization. We can only assume that the organizational objectives you refer to deal with MIS-related objectives. If, for example, we are having trouble getting water bills or paychecks out by the deadline because of software problems these department needs will take precedence over an organizational objective such as the installation of new desktop operating systems. You also state that as long as departmental duties retain priority the overall organization suffers unless true oversight is created. Whether we have decentralized or centralized MIS functions there are bound to be simultaneous problems or demands that require someone to prioritize the projects. In your discussion on "Improved Staff Efficiencies", you suggest that the assignment of several computer server people to work collaboratively to create procedures would be an improvement. I suggest to you that if there is too much collaborative efforts efficiency could suffer. Team efforts are fine if the workload and staffing levels allow multiple individuals to work on problems and projects together. MIS Consolidation Proposal January 10,2002 Page 2 We have to acknowledge that some inefficiencies will come from the creation of a centralized MIS function where "...every administrator can resolve any problem". The one advantage of a de-centralized structure is that administrators know their department's needs, operations and personnel. There are relationships and institutional knowledge that is very valuable in solving problems quickly. If, for example, Nancy Mika is sent over to Finance by MIS to solve a water billing problem, we would need to explain the entire process to her and she would have to get up to speed on the current configuration. This is true with every department. Your proposed organization chart for the MIS Division seems to be contrary to the narrative in your memorandum. It appears there would still be a PW network specialist, a Police/Fire specialist and a Data processing supervisor. If you go forward with this organizational structure in a new MIS Division we believe that many of the benefits you cite will not come about. Your third objective of establishing an MIS Division deals with reducing the number of servers. You state that there are currently four servers and that the number might be able to be reduced to two, with redundant facilities. You are only referring to the Novell servers. There are six other servers at the Village that would likely remain separate. Those include servers for the web, Exchange, GIS, SCI, SDS and police communications. If we were to consolidate the Novell servers from four to two, I am told that we would have to purchase new servers with more memory and capabilities. If we also have to purchase redundant systems, the additional cost to ~he village could be anywhere from $60,000 to $80,000. Since the servers are not in the replacement fund, this would be a huge hit to-the budget. Your fourth and fifth objectives of a separate MiS Division deal with standardization and policy enforcement. We agree that these are problem areas, but we are not so sure that the problems arise from the current de-centralized MIS structure. I believe the problem lies in the fact that we have not insisted that policies and procedures be followed, and verify that they are being followed. In your seventh objective regarding the use of sworn personnel you mention that the duties of the two sworn members could possibly be transferred to a civilian employee at a budget savings. I agree that we should not be having sworn officers as our MIS employees. However, the budget savings you talk about will only come about if the two sworn employees are put back into service on the streets and that the most recent police officer and firefighter are terminated. Otherwise, we are increasing the budget by adding additional personnel. Your ninth objective states that a HELP desk could be created with the re-organization. This would be a positive, if we have the staff in place to man the HELP desk. Unless we MiS Consolidation Proposal January 10,2002 Page 3 hire an additional staff member, we won't have a true HELP desk, but rather three or four people available to answer the phone instead of one or two. Looking at your proposed organizational chart for the MIS Division, we question whether it presents the best option for serving the needs of the organization. Rather than continuing to focus on departments, perhaps the positions should focus on job function. We suggest the structure should be something like: two network administrators, one support specialist (HELP desk), and one programmer/analyst. When money becomes available we might consider a full-time trainer as well. Your organization chart shows the data entry clerk in the MIS Division. We recommend strongly that this individual remain inthe Finance Department. This is a clerk position, and not a technical position. This individual is a user of technology like every other clerk in Finance and the other departments. She spends her entire day entering water meter readings, accounts payable entries, police ticket information, etc., and therefore is in constant contact with our employees. The MIS Division should deal with maintaining and improving our hardware and software, and not be concerned about data entry. If theywant to be responsible for data entry, there are police employees that also spend the majodty of their day doing such functions. Finally, I would like to comment on your suggestion that we review the need to assign a qualified computer operator to Finance for all Finance-related needs. We do not believe that this is necessary. Every department has unique needs. Finance should not be treated any differently. ALL MIS activities need to be handled by the MIS Division, not just the Novell network systems and GIS. If we do separate Finance and the SCI server from the MIS Division we will continue to have the conflicts that have plagued this organization. The potential problems of workstation configuration and communications between the SCI server and the Novell servers need to be coordinated by a centralized division. While the benefits of the re-organization are significant, I am concerned with the likely strain this will place on our budget. There will likely be some salary adjustments involved. Then there is the issue of whether we will be adding one or two individuals to the payroll because of the sworn personnel matter. The issue of the servers being upgraded is a substantial cost. The Water Fund is currently paying 100% of the cost of the GIS Coordinator. This GIS position should really be funded from the General Fund as we increase its capabilities and use. if we continue to charge the Water Fund and the position is under the Manager's Office the budget document will clearly show this fact and might look odd. IS Consolidation Proposal January 10, 2002 Page 4 To summarize, we concur with the re-organization plan provided that: 1) the new MIS Division is properly staffed and managed 2) the MIS policies and procedures are followed consistently 3) the quality of the services departments receive do not suffer 4) departments' needs continue to be met in a timely manner 5) the MIS Division is responsible for all computer activities, including the SCI server. DOUGLAS R. ELLSWORTH, CPA DIRECTOR OF FINANCE DRE/dre c: Michael Janonis, Village Manager Carol Widmer, Deputy Finance Director Robert Rundell, Data Processing Supervisor I:\Corres¢lntl~2.002\MIS Consolidation - 1-9-02.doc Mount Prospect Public Works Department INTEROFFICE MEMORANDUM TO: ASSISTANT VILLAGE MANAGER DAVE STRAHL FROM: DATE: DIRECTOR OF PUBLIC WORKS JANUARY 15, 2002 SUBJ: PROPOSAL FOR CREATION OF MIS DIVISION I have had the opportunity to review the subject proposal and offer the following comments regarding proposal recommendations nos. 1-6: Create a central server location and centralized office space for the personnel responsible for MIS operations. I concur with the creation of the separate MIS Division only if al__l computer support functions, including Finance Department, data processing operations, SCI, and all other Village data processing and/or computer support functions, are included. I believe that the proposal correctly and adequately presents a plan to address the need to improve computer support throughout the Village. However, there is also a need to improve access to and development of SCl applications and data as well. Furthermore, failure to incorporate the resources of the existing Finance Department Data Processing group would negate stated objectives of the MIS proposal such as improving staff efficiency, improving server/computer efficiency, standardization, policy enforcement, and resource sharing. Convert sworn police and fire personnel currently responsible for computer network administration to a civilian position working out of the centralized location. I concur with the concept but I do not understand the methodology. As printed, I understand this statement to mean that Steve Burrell an(I Chris Truty are going to leave the Village and be replaced with one civilian MIS worker. I suspect that this not what is intended. Rather, I suspect that Steve and Chris will simply be relieved of computer-related responsibilities and returned to more traditional duties. A new civilian MIS person will then be hired to help tend the Police/Fire networks in conjunction with current PW network administrator. If this is the case, it seems to me that the new MIS worker would actually result in a budget increase, not a budget savings. This idea needs to be clarified. Consideration of this recommendation has also caused me some concern regarding the equity of the proposal. If my assumption about the Police/Fire network people is correct, then it seems that both Police and Fire will be gaining greater utilization of existing manpower and will be relieved of their respective computer burdens. Furthermore, if the proposal Page 2 of 5 Proposal for Creation of MIS Division January 15, 2002 suggestions about leaving the data processing function in Finance are merely laying the groundwork to do just that, then it seems that Finance also stands to benefit from increased employee utilization by being relieved of responsibility for non-Finance computer support. If both of these propositions are true, then the proposal boils down to building an MIS Division by taking .personnel from Public Works. I am not opposed to the transfer of PW computer people to the proposed MIS Division. However, I am concerned that the operational needs of Public Works have not been adequately considered. Our computer people perform a number of important non-computer support functions. For example, our network administrator routinely assists with front office operations during peak periods or when we are understaffed. Since our front office also provides back-up coverage for the Village Manager's office, these contributions are not insignificant. In addition, our GIS Analyst has a CDL, has been trained to plow snow, and is responsible for directing field crews performing GPS survey and inventory projects. These additional duties do not preclude the transfer of PW personnel to MIS. However, i think that the impact of this proposed reorganization on Public Works should at least be discussed and perhaps even balanced against the impact on other departments. Reduce the number of servers to two main servers with one located at Public Works and the other located in the new Village Hall central computer operatiC)ns area. The main Village server in Village Hall wile be configured with a back-up server and be connected to generator back-up. The Village Hall server will provide computer server operations to ViIlage Hall (all departments located therein) and police and fire departments. Configuration would be such that regardless of whether the main server was down the user would not be impacted due to redundant servers. I concur. Review the need to assign a qualified computer operator to Finance for all Finance related needs in an effort to reduce the conflict of Finance needs and network administration. This statement also needs further clarification. If "computer operator" means a data entry clerk to handle water bill data entry, budget data entry, etc., then I think the Finance Department should have such a position. Such a job, at its core, is a Finance function and not an MIS function. However, if the idea is to prompt discussion of leaving a computer person with a skill set equivalent to a "Data Processing Supervisor" on the Finance staff then I disagree. The MIS Division Should be set up to provide service like our Vehicle Maintenance Division. The Police Department has higher priority vehicle maintenance needs than other departments. Our staff knows those needs and we do what is necessary to meet them. Similarly, MIS should be patterned to meet all of the departments' computer needs, including high priority reports and deadlines for the Finance Department. If we are going to have a true MIS Division, they should have al__l the resources and al._J of the responsibilities Page 3 of 5 Proposal for Creation of MIS Division January 15, 2002 to do the job. Failure to do so would be acquiescence to the personality issues warned against in your cover letter. Assign network administrative personnel to "Help Desk" to respond to user issues without disrupting other pending projects. Good idea. I think the MIS Division should also be responsible for providing computer software training. I also assume that there will be a high degree of cross training among MIS Division staffers. For example, Public Works uses a number of software programs including AutoCAD, Badger Connect, TreeManager, Hansen, Oracle, ArcView, Arc/Info, CFA, and IMS that are not utilized by other departments. The PW network administrator has familiarity with these software packages and has supported them in the past. I assume that MIS will be committed to providing seamless "Help Desk" support for these programs even in the event that our existing network administrator is unavailable or assigned to duties other than the "Help Desk". Move GIS server operations to the central computer location in the new Village Hall. Technically, I don't believe this is a problem. However, I defer to the opinion of our existing MIS Coordinator. The existing fiber line between Public Works and Village Hall/Senior Center/Police & Fire HQ should be sufficient. However, it has never been tested by the load of normal, fully- built, GIS traffic. There are also larger implications that can be read into this recommendation. The proposal discusses moving responsibility for GIS development in other departments to MIS. The proposed organizational chart also shows a GIS Coordinator position under the MIS Coordinator. I heartily support this idea and agree that someone with multi-departmental responsibilities is needed to spur GIS development on a Village-wide basis. However, I am concerned that the GIS Coordinator position in not actually a new posi-tion but rather a retooling of our existing Public Works GIS Analyst position. If this is the case, I see three problems with this idea: To begin with, our existing GIS Analyst was hired to be a GIS Analyst, not a GIS Coordinator. He is bright, well educated, has excellent GIS skills, and is a personable guy. However, he has no previous experience with municipal GIS development or municipal operations in general. He does not have strong database management or programming skills. Although he is well suited for his current duties and is a fast learner, I believe that these shortcomings, at least for the .short-term, would limit his ability to shepherd a Village-wide GIS project. I do believe that he could "grow" into a GIS Coordinator position. Secondly, moving our existing GIS Analyst into MIS is impractical over the short term. As noted previously, our GIS Analyst is new and has a lot to learn about how the Village operates and how our GIS has been set up. Furthermore, our existing MIS Coordinator has never had any involvement Page 4 of 5 Proposal for Creation of MiS Division January 15, 2002 in our GIS project and has no experience with GIS in general, Therefore, day-to-day direction still needs to come from Public Works. Finally, and perhaps most importantly, it is important to note that we are still in a building phase with our GIS. We have completed a number of GIS layers and have developed a robust address/parcel/ownership attribute database. Most of this work has been related to parcel or land management (non-Public Works related data). We have only recently begun to survey and inventory utility information. Last year we completed the separate sanitary sewer network. This year we started the separate storm sewer network and hope to start both the combined sewer network and the water distribution network later this year. There is a great deal of "technician" and "analyst" type GIS work associated with these projects. in addition, existing coverages or layers and databases must be updated and maintained. Consequently, our existing GIS Analyst position has a lot to do. If the transfer of GIS responsibilities to MIS involves just changing the job title, moving to a new office, and adding new duties to an already full plate without any appreciable new support, then I fear the whole thing is doomed for failure. However, I believe that GIS should ultimately be the domain of MIS and would welcome the opportunity to begin a dialogue that could result in a phased transition over time. I also feel compelled to respond to a comment made in the proposal that GIS has been slow to spread in other Village departments. It should be noted that Public Works has made every effort to develop GIS data for other departments - almost to the exclusion of Public Works-related data. For example, the majority of work performed on GIS to date has centered on parcel data, address data, ownership records, and other land management issues. Operationally, Public Works has little use for this type of data. This work was performed, ahead of Public Works priorities, because it was necessary to create a base map and coverages that would be functional for the entire Village. It should also be noted that creation of the parcel and address layers as well as the ownership/property information database was incredibly labor intensive and involved QA/QC protocols on a parcel-by-parcel, record-by-record basis. The 1996 GIS Implementation Plan identified 37 primary GIS applications for use on a Village-wide basis. To date, we have completed 17 of the 37 applications including parcels, addresses, streets, municipal boundaries, zoning, resident information, owner information, property records, land use, sidewalks, tree inventory, fire precincts, digital orthophotographs, floodplain data for the Des Plaines River and McDonald Creek, building footprints, cook county tax record data, and police beats. We have also completed another 23 coverages not noted in the 1996 plan including subdivision, annexation, park district, schoo! district, driveway, fences, hydrology, parking lot, parks, public land survey system (PLSS), private roads, railroads, schools, topology, single family residential, multi-family age 5 of 5 Proposal for Creation of MIS Division January 15, 2002 residential-low density, multi-family residential-medium density, community-commercial, general commercial-office, general industrial, industrial-office, community/regional open space, and streetlight coverages. Notably absent from the "completed" list are water, sanitary sewer, and storm sewer utilities. While we do have network models for each utility except storm sewer, none of the utilities have assigned correct spatial positions in the Illinois State Plane. In addition, we have launched a Map Objects / Internet Map Server application available over the Village intranet to provide address/parcel/ownership record information to any Village computer user with network access. We have also procured a GIS server for the Village Hall (which is being used to run Outlook), a GIS workstation for Community Development, and ArcView software for Community Development. We have also offered to provide GIS training for every planner since Dan Ungerleider. MoSt importantly, Public Works also arranged the construction of a fiber optic communications line between Public Works and Village Hall that eliminated the need for a redundant GIS server and database. The suggestion that GIS has not taken off in other departments because Public Works has been responsible for GIS is not accurate. There is plenty of GIS data available for other departments to utilize. Unfortunately, the other departments lack training and, to some extent, a vision for how to utilize GIS data. This is an area where a GIS Coordinator with Village-wide · responsibilities could help. Finally, I would like to restate that I support the creation of an MIS Division. I think that it is a change that is necessary and, in fact, probably overdue. I understand that there is a cost that must be paid in order to get where we want to go. Nevertheless, I would welcome the opportunity to further discuss some of the details of this change. I also feel strongly that change like this can be very good for the Village provided that it is managed well. I am aware that the details of this proposal have not been directly revealed to key affected employees including our network administrator and our GIS analyst. Recently, our network administrator approached my deputy and asked about the status of her job and the details of a reorganization "rumor" she had heard. Apparently, there is some discussion of this proposal in unintended circles. I strongly recommend that this matter be held in confidence until a final plan is developed. Cc: Village Manager Michael E. Janonis Deputy Director of Public Works Sean Dorsey Strahl, Dave From: Sent: To: Cc: Subject: Morgan, Nancy Wednesday, December 12, 2001 11:52 AM Strahl, Dave Abernethy, Jan MIS Division What an interesting concept!! If you can pull it off, it may solve some basic problems in our current system. Jan and I went over your proposal and the following are our comments: -If Data Processing is truly only for Finance Department needs, it should remain there. The Village would need to hire an additional person to fulfill Robert's other duties, such as software installation and monitoring. Would Joan have the time to pick up these other duties? -Is it really better to have fewer servers? What happens if one goes down? Can we tap into a different one? -Regarding the Sworn Personnel's responsibi[ities, civilian's availability would be more conducive to the regular business day. Where would the MIS Division be located? I am assuming Village Hall. Would ali MIS Division personnel be located with the MIS Coordinator or would they remain in their current Department offices? Strahl, Dave From: Sent: To: Subject: Cooney, Bill Wednesday, January 09, 2002 4:24 PM Strahl, Dave MIS Division - CD Dept. perspective An MiS Division would be a significant plus for Community Development. While we have had good attention from data processing on emergency needs and small projects (printing labels, loading software into computers, etc), our larger computer projects have been very, very difficult to move along. These are primarily: 1) Black Bear - permit and inspection software, 2) Tokay - backfiow device tracking software, 3) access to GIS data and mapping, and 4) mid-size computer projects (for example getting a second work station set up for Nicole's CDBG needs). The main reason for these problems has been that the computer staff needed to make these projects happen work for other departments (Public Works and Finance) and have their priorities set by those departments. To be fair, both of those Departments have been very good about getting us on the priority list, but that requires becoming a "squeaky wheel". And this doesn't always get us quick action. For example, Finance is always willing to get us on the Data Processing project list, but if it's budget season, the end of the year, or some other busy time, that could still mean a long wait. I personally don't like having to become the squeaky wheel, and it usually means that a project has gotten well behind schedule if that's the route we're taking. It is clear in the memo that there will need to be much more discussion on this point. I think the biggest question from our perspective will be the division of tasks between Community Development (and the Village Manager's Office and Human Services) and Finance for the Data Supervisor. Finance clearly requires more computer attention that CD, VMO, and HS combined, and while I'm not sure the latter three require the attention of a full time computer staff person -we all need more than we're getting. Village of Mount Prospect Mount Prospect, Illinois INTEROFFICE MEMORANDUM TO: DAVE STRAHL, ASSISTANT VILLAGE MANAGER FROM: POLICE CHIEF DATE: JANUARY 15, 2002 SUBJECT: PROPOSAL FOR CREATION OF MIS DIVISION PROPOSAL TO COMBINE POLICE AND FIRE SERVERS Attached for your review is Sergeant Semkiu's memorandum responding to your proposal for a MIS Division. I believe Sergeant Semkiu offers some valuable insights supporting a conclusion that more discussions are needed on this complex topic. While the police department obviously would welcome assistance in managing its information systems, I do not believe a MIS Division ever would be staffed to the extent it could replace the department's in-house expertise. The management of law enforcement systems requires law enforcement expertise. The system manager must be knowledgeable about the system output to establish and maintain the system efficiently. Finally, the police department is a 24/7 operation that operates in a very dynamic environment. Hence, it is essential support is available commensurate with this level of operation. At this time I do not believe a MiS Division could effectively address that concern. With respect to your proposal to combine servers, staff discussions have indicated there is no technological barrier to the effective implementation of this proposal. Nevertheless, in consideration of the fact the MIS Division still is in the proposal stage and the new Village Hall is several years away from completion, I think it would be wise to maintain the existing server distribution and functionalities through the next purchasing cycle. By doing so, the various network administrators could better prepare for the transition to combined server operations while the fundamental developments on which you based your proposal are established. When the servers are next due for replacement, we would be better positioned to implement your proposal, if it still is deemed viable at that time. In closing, while I believe there is merit in your proposal, I also am satisfied with the police depactment's current approach to the management of its information systems. Over the next few years, I believe it may be wise to run parallel courses, progressing towards the implementation of your proposal while maintaining our current equipment and manpower resources. In any case I recommend further discussions be held on this Page - 1 - X:\DOCUMENT~MISPOSmONMEMO,jan02.doc atter so as to thoroughly identify and address ail of the issues and concerns relevant to its implementation. Attachment Richard Eddington C: Deputy Chief Richardson Sergeant Semkiu Officer Burrell Chief'Figolah, Fire Department Page - 2 - X:\DOCUMENT~MISPOS~TiONMEMO.janO2.doc illage of Mount Prospect Mount Prospect, Illinois INTEROFFICE MEMORANDUM TO: FROM: DATE: SUBJECT: DEPUTY CHIEF RICHARDSON SERGEANT M. SEMKIU DECEMBER 27, 2001 RESPONSES TO PROPOSAL TO CREATE MIS DIVISION Per your direction I have reviewed the proposal set forth by the Assistant Village Manager regarding the creation of an MIS division. The following is a response to those issues brought up in the memorandum by the Assistant Village Manager. The computer operations is likened to that of telephone needs. For the most part telephone needs are static requiring only minor alterations to its user database' or infrequent upgrades to telephone system software. In this situation an organizati.onal framework is logical and it would be of no value to segrnent this operation departmentally. However, a computer system may be compared in this manner only to the extent of network equipment specifications, and basic net~vork and PC operating systems. Beyond that each department has specific needs and requirements that cannot be met by an complete overall organizational framework. All departments within the Village have specific applications or hardware, which are specifically used within that department. With this specialized hardware and equipment there is a certain level of expertise needed in implementing, training and utilizing it. As such in many instances only certain personnel are capable to do so. An example of this would be the LiveScan system. This system not only requires a thorough knowledge of the hardware and operating system but knowledge of the law enforcement field to allow for meaningful interaction between various state and county agencies. It would not be logical or practical to adhere to overall organizational needs. It is my opinion that there should be a basic organizational framework for system hardware, network and PC operating systems as discussed later in this memo. I would agree the MIS coordinator should have a specific job description with delineated authority. Unfortunately since the inception of this position this has not been done. I do not believe it is the case that organizational needs are second, to department needs and that departmental duties have priority over the organization. In my opinion department needs are handled within and along with organizational needs. An example of this was the implementation of communications to the CABS unit and the Illinois Criminal Justice authority via the Village's Intemet portal. Our department's needs were met along with those of the entire organization. The needs of both were in no way compromised. I am Page - 1 - X:\DOCUMENT~Strah[ Memo Response.doc not familiar of any cases where department needs were met at the expense of organization needs. If there were instances where department needs overshadowed organizational needs, it is my opinion that these instances were the result of not having the specific duties and authority of the MIS coordinator laid out or the inability of an individual network administrator to be managed appropriately. If it is a case where a department is placing their needs before those of the organization at large, it is incumbent upon management to handle the situation. Unfortunately it appears that the implementation of an MIS division is spurred on by the need to in some way better control a network administrator. The memo indicates there are department prioritizing and the failure to share important information or knowledge of an issue. These problems can be attributed to one individual. It has been my experience that department network administrators along with Mrs. Middleton have an excellent relationship where information is shared and there is a genuine team atmosphere. In those instances where this was not the case, the stumbling block has been one specific administrator. It is my opinion that delineating the MIS duties, responsibility and authority would assist in these instances where there might be a stumbling block. However I believe management must take steps to ensure that this specific administrator is not a stumbling block to organizational needs. The following will address each of the original memorandum's bullets: Improve Staff Efficiency: Currently individual servers do have individual nuances. The number of nuisances will be reduced with the implementation of Windows 2000 server in 2002. All departments have upgraded or in the process of upgrading all PC's to Windows 2000 operating system. In addition.ali PC's have or will be upgraded to Office 2000. As such there will be very little variance throughout the Village except for software and hardware specific to a department. In the future it will still be prudent to test sig'nificant upgrades and patches on each server because of how it might affect or interact with software installed solely on a specific server. It is not wise to believe that since a server is setup exactly as another that an upgrade or software patch applied to one will have the same effect on another. There will always be a possibility of some unknown interaction between software applications. The memo indicates an option of "assignment of several computer server people to ~vork collaboratively to create necessary procedures." In my opinion we currently have this option in place. The issue of administrators assisting users outside their department has not been an issue within the .police department. The police department has not experienced instances where users are unable to use the system for lengthy periods of time because either Officer Burrell or myself were unavailable. In those few instances were Officer Burrell or I were not able to address a problem, we have looked to Joan Middleton and received assistance. By its very nature the police department is always operational. As a result, technical support is available through either Officer Burrell or myself at all times. It is my opinion that although we have sufficient coverage, additional MIS personnel familiar with basic network operations would be an assistance to police computer operations. Additional MIS personnel would also benefit the department in those instances where Officer Burrell acts as a back-up or assistant to Joan Middleton. The department has granted Officer Burrell the time to assist Joan Middleton with tasks related to the software and hardware Page - 2 - X:\DOCUMENT~Strahl Memo Response.doc accessed and used Village-wide. With the additional MIS staf£, Officer Burrell's time can be used for his assigned department tasks. 2. Improved Server/Computer Efficiency: Although there are disaster recovery procedures and a certain level of network operational coordination in place, I believe there should be a higher level of coordination of network setup, backup and specified Village-wide procedures. This will be achieved in two ways. The first is by the current plans drafted Village-wide to implement the up~ade to Windows 2000 Server and the second by delineating MIS authority and responsibility. Individual personalities should no longer interfere with achieving these goals. In those instances where it may, it should be addressed by deferring to the MIS coordinator or by management. 3. Reduce the Number of Servers: Although it certainly is possible to reduce the overall number of .file servers within the department, I don't believe this would be a prudent approach. I would defer to the memo issued by the Police Chief and Fire Chief, which address the needs for individual servers. 4. Standardization: I do believe standardization for hardware and software exists. However there have been isolated instances where an administrator has not complied with standardization. As a result we now have a Village network with two hierarchical structures rather than one common structure. The two structures make it difficult or impossible for non-village hall users to access village hall data. Although I believe the MIS coordinator should have defined authority, I believe these instances of a network administ~'ator failing conform to standards should be addressed at a management level. 5. Policy Enforcement: The issue of storage space standardization is brought up. I do not believe this is an issue at all. Additional drive space has not been an issue at the police department and no requests to increase space has been made. The implementation of space limitation shoul~i be made at the department level based on need and function. The issue of making a formal requirement to use training material seems inappropriate on the department level. I believe this material should be made available and used by the department on an as needed basis. 6. Resource Sharing: I do not believe a resource-sharing problem exists. As we are aware software licensing requires a limited amount of installations, therefore soft~vare must not be shared. More often then not software is purchased by a department and its use is limited to that department because of its function. I would a~ee that xvith a decrease in servers there ~vould be a decrease in certain soft~vare packages however the cost of that software is outweighed by the justifications in having the additional servers. In regards to printed material, there has been an ongoing sharing of these resources. In regards to kno~vledge, we are fortunate to have the level of expertise we do, however additional training is always needed. Standardization of this training would be beneficial. I do agree there should be centralization for Village-wide operations such as web server, Exchange or firewall. I would favor the police server remain at the public safety building based on security and accessibility. 7. Use of Sworn Personnel: It would not benefit police operations to remove sworn personnel from our computer operations. Currently we interact with various law enforcement agencies to implement database submission and retrieval which pertains only to our operation. Civilian personnel would not have the level of knowledge or expertise in these law enforcement operations that sworn officers have. Although a budgetary savings, it would be short sighted to replace our personnel with civilian staff Page - 3 - X:\DOCUMENT~Strahl Memo Response,doc who would who would need to operate systems which they are not familiar with and to build relationships with outside agencies which have taken considerable time to cultivate. In my opinion we would be better served by an expanded MIS staffresponsible for basic support or primary operation and maintenance of server equipment. Sworn officers would retain functional control of hardware and equipment operate_d for police purposes only. GIS: Help Desk: Currently Officer Burrell and I are available at all times to assist police personnel. This includes evenings, nights and weekends. A MIS help desk would also need to always be available and be familiar with all hardware and software used in police operations. I do not believe this type of help desk would be capable to handle the needs of our dep.artment. My response to recommendations of original memorandum: 1. Create a central server location for all village-wide servers and equipment. I would recommend servers be maintained in the public safety building for security, information safety and access by sworn personnel. 2. Per section seven (7) above maintain sworn officers in computer network administration for police related hardware and software. 3. Centralize Village-wide equipment while maintaining network equipment at the public safety building. 4. Management prerogative. 5. If it is determined that there is a practical need to implement and operate a help desk, it should be used for basic PC use. It is impractical for a help desk to be capable in assisting with police hardware and software operations. 6. Management prerogative. In summary, I do believe implementation of an MIS division would serve all Village departments. However it is my opinion such a division should be limited to basic net~vork administration and control of village-wide hardware. I believe a MIS division, which has complete control of police computer operations, would not be a benefit to our department. It would not have the capacity to adequately serve our operational needs in a fashion xve are accustom to. During the past several years the department has become increasingly dependent upon computer hardware and software. As such a significant amount of time has been spent not only on implementing and training with new systems but also with the upkeep of network related issues. In addition to gaining a thorough knowledge of the hardware and so~vare particular to our department during this time and we have also cultivated relationships between various state and county agencies based on our knowledge and positions in the law enforcement field. It is my opinion that a civilian staff will not have the capabilities to duplicate our efforts and provide the level of skills needed for police operations. X:\DOCUMENT~Strahl Memo Response,doc Page-4- TO: ASSISTANT VILLAGE MANAGER FROM: FIRE CHIEF DATE: JANUARY 24, 2002 SUBJECT: MIS DIVISION CREATION COMBINED SERVERS The discussion and ultimate decision for a Village-wide MIS division is very complex. I have attached a memo from Lieutenant Truty that addresses the idea of creating an expanded MIS division and combining servers. Lt. Truty's memo illustrates our concerns and issues very well. I support his recommendatior:s, MF Attachment G:\MF-MIS Division Crea~n-DS.doc Mount Prospect Fire: Dep e:nt TO: DC MALCOLM FROM: LT TRUTY DATE: JANUARY 17, 2002 SUBJECT: MIS DIVISION RESPONSE I have reviewed the proposal for a MIS division and as requested would like to make a few comments. I agree that the development of technology usage within the village has moved it beyond the boundaries of each individual department. We have begun to address this by the establishment of an MIS coordinator's position, by having frequent network administrators' meetings, by consolidating purchases and by frequently sharing each other's expertise and resources. The tough question though is whether or not technology has grown to the point that the individual village departments are more alike than they are different therefore potentially justifying a more centralized structure. I would suggest that while there is still a great deal in common, we are more different than we are alike. In addition, I would also state that many organizations get into the mode of having their technology drive the organization rather than the organizational needs driving the technology used. When this becomes the case, the organization can only function to the limit that technology offers. I would think that we should decide on what we wish to accomplish and if technology provides it great. If not, we accomplish it some other way. Disagreeing with the proposal's allegation that the overall organization suffers when department needs are given priority, I believe the organization's goals are more effectively accomplished when each department satisfies its own goals. As a matter of fact, I'm not sure that I understand how an organization can meets its strategic goals if lower level goals are not met. The village clearly has a multitude of purposes of which many of them are better served decentralized rather than more centralized. However, where similarities do exist, we should definitely continue to work towards greater efficiency. In reviewing the proposal summarily, I don't believe that many of the problems that are addressed are present in the fire department. In those that are present an MIS G:\Computers\Village Matters\MlSDivision PropResponse.doc Division could be an option but of a larger size than has been tentatively discussed. The proposal also implies that minor department differences and redundancy translates to inefficiency and wasted efforts that somehow need to be streamlined or made more efficient. I don't agree with this implication especially since these minor differences may allow a distinctiveness that is required from each department's technological infrastructure. While the technological direction of the village certainly need to be addressed, I believe any problems that the village is currently experiencing, with one exception, has less to do with its organization and structure and more to do with inadequate resources. Consequently, any removal of resoumes will only aggravate the issue. With this in mind the comments on each suggestion will be rooted in this approach. · Improve Staff Efficiency -System upgrade procedures as is mentioned in the proposal would not change even under a consolidated division. When proposed changes are tested on a server, what is looked for is mainly significant incompatibilities. As long as the village uses a system of rotating upgrades of both hardware and software, there will always be minor incompatibilities on each computer that have to be resolved for every change. Second, even if there was some standardization in procedures that are developed, a more centralized MIS department would create additional policies that require individual department needs to be prioritized thereby leaving waiting periods for work requests. Any gains in MIS - efficiency would be more than offset by those lost within the individual departments. · Improve Server/Computer Efficiency - The proposal talks about four servers potentially being reduced. In a world that is expanding its technology the village should be expanding its resoumes as well, not c?,tting back. Many organizations (including ours) are moving towards dedicated- function servers. This is being done to decrease the reliance on any one computer for services, increase efficiency by allowing the computer to perform only one function and to minimize disaster recovery efforts. The proposal suggests that the consolidation of servers will improve redundancy. This is correct only because there are less servers to bt managed. However, those that are remaining still require procedures to be redundant. If procedures are still then need to be established there is no need then to consolidate servers. · Reduce the number of Servers - Technically, the proposal is partially correct. The number of servers could be reduced to net only two but just one if there's no question about the link reliability to PW. But as the second server is required for various reasons other than what a server is technically capable of doing, the justification for servers is beyond "can we technically do it". I believe the 'PD/FD Servers options' memo supports the position of leaving the current server structure the way it is. · Standardization - Among the network administrators it has not been agreed upon as to where to draw a line of standardization. From a hardware perspective, we are quite standardized as we generally all buy from the same vendors, have the same brand equipment and use the same hardware. Even from a software perspective, we use the same operating systems (both workstation and server), have the same messaging system, use the same office suites, use a common Internet gateway and Iogin the same way. Some would say that we are quite standardized. Others would say that we need to standardize even more by having the same folder structure, same printer configurations, etc. This level of detail does bode well when it comes to the rare moments when we must support each other's systems as the time to learn what nuances there are to each system is minimized. However, even if this level of standardization were not present, the number of other possible configurations is minimal at best and there is enough other support options/information (24hr availability of netadmins, past experiences, meeting notes, online documentation) that any learning curve is nominal. Should the differences that do exist still be a concern, good documentation and communication can certainly handle this. What may be needed here is for the MIS coordinator to have the authority to develop and hold people to existing standards and provide a more clear definition of 'standardization'. · Policy Enforcement - User needs within the village vary dramatically and are dynamic. With this as a goal, this has the potential of creating another level of red tape. A technical division would probably require a level of justification that might not be obtainable since a MIS department wouldn't necessarily understand or agree with why a variance is necessary for a specific issue. Rather, policies that are in place within each department could guarantee that they are written specifically for the needs of the department and that the technology is being driven by the organization not the reverse. · Resource Sharing- The expenses associated with providing duplicate materials to each of the network administrators is slight at best. Less than 5% of the fire department's small computer budget and less than 1% of the entire technology budget has gone towards the resoumes that are mentioned in the proposal. I think the savings here would be insignificant. As far as workloads are concerned, I don't believe that the establishment of an MIS division will cause a more equal distribution of work because each department will have different requirements of the MIS departments. What it will cause is the departments that have less of a need for the MtS department will become secondary by default to those who need the MIS · department more frequently. A good illustration of this is how the village's old data processing supervisor position evolved into a network administrator's position that primarily handles Finance issues. This in turn creates other problems as illustrated earlier. · Use of Sworn Personnel - From a technical perspective, I would agree that it may be possible to consolidate some technical functions between departments but what the proposal fails to address is that the use of sworn personnel as network administers actually satisfies two needs of a department--those that are technical in nature and those that traditionally a department may contract out for i.e. a consultant. I disagree with the statement in the proposal that the "operations is not ideal." I think the village is experiencing a significant cost-savings at the moment by having people in-house who not only know technology enough to administer it but have ¢ years of insight as how best to integrate that technology into the department. I think it's possible that a consolidated MIS department could actually increase the village's expense because each department while giving up the technical maintenance of their system, the integration, system development, oversight responsibilities will still require a liason of some sort thereby foregoing any savings. Help Desk- This could be a benefit to 9-5ers but it would have to be readily accessible and the people who staff it would have to be very supportive of users. Since the majority of the village's staff either work a shift or don't use computers that much, a feasibility study for this would definitely be required. I think there are organizations that definitely would benefit from MIS departments but it is less clear for us. It's possible that in the long run, the creation of this division will be a trade-off with the possibility that it MAY better serve the entire village with a minor benefit to individual departments, but it will be at the expense of individual department control, distinctiveness and efficiency. Neighboring communities do have dedicated MIS departments but the opinions of their benefit are mixed. would like to make the following technology recommendations for the village: 1) That the village and other departments adopt a similar philosophy that the fire department is looking into and that is of a technology coordinator. The private sectors use Chief Technology Officers as well as Chief Information Officers now. This is due to the fact that technology (and computers) is invading so many other areas of operations. A position(s) that oversee of technology and its varying potential within the village (or department) would guarantee the best use of a potential technology. 2) A network administrator position be dedicated to the Finance department. 3) A network administrator position be dedicated to all other Village Hall departments. 4) If the need for an MIS department is warranted, that the boundaries- for responsibility be drawn at a technical level and that .the MIS department be accountable in some fashion to the other departments. This will guarantee that the requirements of the organization dictate the technology, not the reverse. 5) That the current MIS coordinator's responsibility be clearly defined and authority given to enforce current village technology standards. There is no doubt that each department has done its best to accommodate technological growth primarily by rearranging staff responsibilities. This can only go so far before resources need be added and by all indications technology will continue to become a bigger part of operations. Reorganizing already limited resources won't make the dramatic improvements desired. What is needed is a bigger investment in technology, Village of Mount Prospect Mount Prospect, Illinois INTEROFFICE MEMORANDUM TO: FROM: DATE: SUBJECT: FINANCE DIRECTOR DOUG ELLSWORTH POLICE CHIEF RICHARD EDDINGTON FIRE CHIEF MICHAEL FIGOLAH PUBLIC WORKS DIRECTOR GLEN ANDLER COMMUNITY DEVELOPMENT DIRECTOR BILL COONEY HUMAN SERVICES DIRECTOR NANCY MORGAN MIS COORDINATOR MARCH 12, 2002 DEPARTMENTAL RESPONSES TO MIS DIVISION PROPOSAL Ali the Village departments recently submitted their comments on the proposal to create a Village MIS division. The responses provide valuable ideas and insight from the departments' perspective. Dave Strahl and I have reviewed the responses and have attempted to consolidate them and to respond to as many as possible. I am attempting to articulate those responses in this memo. The current thinking is to name the proposed division IT (Information Technology) instead of MIS (Management Information Systems) because the intent of the division is to handle all Village-wide technological needs. In addition to maintaining the Village PCs and servers, the division could eventually provide management services for other technology needs such as copy machines and cell phones. Most Village departments responded that they thought that the creation of an IT division would be beneficial and was probably overdue. The Police Department responded that the division should be created, but that the Police server should remain in the Police and Fire Headquarters and should continue to be maintained by sworn personnel. The Fire Department felt that the division should not be created at all. All the departments had many suggestions and concerns that need to be addressed, most of which are discussed below. Departmental vs. Orqanizational Needs The responses show a great deal of concern that the organization's needs would be put ahead of department needs and that the departmental needs would not be given the necessary pdodty. There would certainly be times when conflicts would arise over priorities and the most critical would naturally need to be prioritized. High priority projects could use additional IT personnel resources beyond those currently devoted to departmental activities. One of the primary purposes to create an IT division is to improve customer support. The departments and their users would be the IT "customers", and it would be the IT Division's Departmental Responses to MIS Division Proposal March 12, 2002 Page 2 responsibility to serve their needs as best they can. Currently some departments have dedicated technical personnel while others do not. The new division would provide smaller departments with the same resources and the same level of support as the larger departments. Departmental staff should act as the "visionaries" for their department since they know their departmental needs and procedures. Each departmentwould be encouraged to meet periodically with IT personnel to discuss ideas to implement new technologies and to improve efficiency. These discussions would provide IT staff with a better understanding of their needs so IT staff could, in turn, keep abreast of emerging technologies that could be useful. Help Desk The "day shift" departments welcomed the Help Desk concept because it would provide a much needed resource to their users. Police and Fire see limited benefits since many of their employees work other shifts. While it is true that nighttime users would not get immediate responses from the Help Desk, they could still submit questions to be answered the next day and they could benefit from lists of "Frequently Asked Questions" and other resources compiled for users by Help Desk personnel. Help Desk personnel would be well versed in the standard Village applications such as the Microsoft Office suite. They could quickly answer questions and possibly write macros and Access databases for department use. They would also be involved in providing user computer training. IT staff would be available off hours for computer-related emergencies, but what constitutes an emergency would need to be defined in advance. A couple of respondents voiced concerns that IT would not be equipped to support their department- specific applications. It is important to understand that the departments will still be running their own applications as they have in the past. They use the software day-in and day-out and they are the experts. The service IT will provide is to answer inquiries about whether a given software will run on Village systems, to install the software and to troubleshoot when necessary. These are computer- related functions, not departmental functions. The management of some department-specific systems, such as LiveScan, should probably remain within the department. IT will offer support for these systems as needed, but the primary caretaker should be determined on a case-by-case basis. Consolidation/Redundancy of File Servers The responsestoreducingthenumberoffileserversaremixed. Police and Firewish to continue to locate and maintain their file servers at their site, but others thought consolidating servers was a good idea as long as there wouldn't be any technical issues. The Village Board has stated that the Police and Fire servers should be consolidated by 2006, the next time they come up for replacement, and that we should consider consolidating other servers as well. One response pointed out that reducing the number of servers would necessitate purchasing higher- end servers, which would cause a budget hit, With our current hardware the Police and Fire servers could be easily consolidated, but a higher-end server would most likely be needed to consolidate additional operations to the same server. All the file servers are in the replacement schedule, which would reduce the budgetary impact. We have discussed the possibility of having redundant file servers so that a backup server would be ready to take over automatically if the main server should fail. The user would not even be aware of Departmental Responses to MIS Division Proposal March 12, 2002 Page 3 the failure. Such a setup would require additional hardware and software, so the cost would be a consideration. An analysis would be necessary to determine whether Village operations are critical enough to justify such a setup. Sworn Personnel Both Police and Fire have stated that it is preferable to use sworn personnel in their department- specific applications because they understand the systems and the outside departments that they integrate with, However, the Village Board has made it very clear that they feel that sworn personnel are more valuable filling traditional fire and police roles. IT Staff and Orqanizational Structure There is concern that there will be enough staff to adequately serve the departments and to staff a Help Desk. Suggestions were made to model the structure by job function instead of by department since there could be inefficiencies if there is too much overlapping in positions. Two responses recommended putting Finance computer functions under IT but keeping the data entry person under Finance. These are all good suggestions and should be taken into account. An appropriate IT structure might include a Director, two Network Administrators, a Business Systems Analyst, a Support Specialist (Help Desk), a GIS Analyst, and a part-time Programmer/Consultant Future positions might include a Trainer and a Security Specialist. Before finalizing on the structure we will need to separate IT functions from departmental functions (such as running financial reports) so that only the IT functions come under IT. Standardization For the most part, lack of standardization between Village departments is unintentional. Whenever different people tackle the same problem they will most likely come up with different solutions or different versions of the same solution. On the surface the differences may be miniscule or invisible, but when one Ad ministrator needs to cover for another dudng a vacation or extended sick leave, extra time is required to determine the nuances ofanother system. With the proposed IT division, a key person and a designated backup person would be responsible for the setup and maintenance of any particular system. Having two people directly involved would reduce the burden of the key person and would provide an atmosphere "to bounce ideas around". The key person would document the setup and disaster recovery procedures. With combination backup personnel and good documentation in place, other team members could easily assist with system troubleshooting and upgrades, even when the key person is unavailable. Policies and Procedures Two respondents thought that the MIS Coordinator should be have a more specific job description and should be given the authority to enforce policies and procedures. Another thought that MIS should insist that policies are followed. The creation of an IT division would alleviate the issue altogether. Bud.qet Considerations Two respondents felt that adding IT personnel would create a budget hit. One respondent pointed out that the GIS Analyst position is currently being funded by the Water fund, and if it is moved to IT the position should be funded by the general fund. These issues have not yet been addressed. epartmental Responses to MIS Division Proposal March 12, 2002 Page 4 Manpower Considerations One respondent pointed out that the proposal is not equitable to all departments. As it stands, Police and Fire would benefit by having services provided to them that are creating provided in- house. Public Works would have to give up personnel who are currently providing non-computer related services like covering the phones or plowing snow. GIS An IT division would work to make systems such as GIS and GEM more universally available to Village users. While Public Works supports the idea of moving GIS to IT, they feel that it is too soon and that the transition should take place over time. GIS is still in the building phase and still requires the input of survey data obtained by Public Works. Also, the GIS Analyst is not ready to handle Village-wide responsibilities and IT has not been involved in GIS to date. These are all excellent points and a transition period should be set up accordingly. Conclusion As shown in the compiled list of comments above, most of the departments were generally in favor of creating an IT division although they voiced some concerns. Some of the ideas from the responses have been incorporated into the IT division concept, but there are a variety of issues that still need to be addressed. The IT division discussion will take place with the Village Board at the March 26th Committee of the Whole Meeting. Additional information may be collected from the departments to develop background materials for the discussion. Any further comments, clari~icetions, or corrections are w~lcome. J~oan Middleton c: Assistant Village Manager Dave Strahl h\New VH\DepartmentComrnents,doc Village of Mount Prospect Mount Prospect, Illinois INTEROFFICE MEMORANDUM TO: FROM: DATE: SUBJECT: ASSISTANT VILLAGE MANAGER DAVE STRAHL MIS COORDINATOR JANUARY 16, 2002 MIS STRUCTURES IN OTHER VILLAGES There have been a number of discussions about whether it would be beneficial for the Village to centralize computer operations as detailed in your "Proposal to Create MIS Division" memo, dated August 9, 2001. Historically the Village has used other villages as resources, using their experiences as a decision-making tool for Mount Prospect. Following suit, I have collected information from the thirteen municipalities that we generally compare ourselves to and this memo provides the results of my research. With each municipality I have listed the information they have provided about their MIS structure and at the end I have summarized the information. Mount Prospect is listed first to provide comparison information. Note that while some Villages call their computer services MIS, while others call it IS or IT. For consistency, MIS (Management Information Systems) will be used in this memo. Mount Prospect Computer operations are not centralized. There are four Network Administrators who work for different departments and each maintains all the computer operations specific to his or her department. The Village Hall Network Administrator works for Finance and handles network operations for Community Development, Human Services, Finance and the Village Manager's Office, and also maintains GEMS, the Village's financial software. Public Works has a Network Administrator dedicated to their operations including the GIS system. Police has a Police Officer dedicated to network operations, radios and in-vehicle laptops. Fire has a Fire Lieutenant who comes in on a part-time basis on his days off to handle Fire computer operations. The MIS Coordinator reports to the Village Manager's Office and maintains the systems that are not department-specific, such as the firewall, e-mail server, web server, and phone system. Mount Prospect has 182 network PCs and eight servers. Arlinqton Heights MIS in Arlington Heights is a division of Finance and has a staff of seven - an IT Manager, two Network Administrators, a Project Coordinator, an AS400 Administrator, a Database Administrator and a Help Desk Technician. They also have a Law Enforcement Computer Technician working for the Police Department. He is a retired policeman who handles PIMS and LiveScan and troubleshoots PCs and in-car laptops. An FD Commander and two others who work for him troubleshoot FD PCs, and the CARS sol, rare. MIS handles all other applications. Consultants are only hired for special projects. Arlington Heights has approximately 250 PCs and 17 servers. They use HTE as their financial software. MIS Structuresin Other Villages January 16,2002 Page 2 Buffalo Grove MIS is a division under the Village Manager's Office and has three full-time employees - an MIS Director, a Support Specialist (Help Desk), and a Programmer. Additionally they hire back a fireman and a Public Works worker as consultants, each for about 16 hours per week. The fireman works as a PC Technician and the Public Works worker is hired back as a Hardware Technician. The departments have designated people as first line of support for computer issues. Consultants are used on a regular basis. Both an infrastructure consultant and a programming consultant average about three days a week. Buffalo Grove has 220 PCs. They use IDC as their financial software. Des Plaines Des Plaines centralized their computer operations in April of 2001. Their MIS department consists of six people - a supervisor, a network administrator, a database/finance specialist, one person assigned to the 911 Center, one person assigned to the Public Safety Building, and one person assigned to the remote sites. Elk Grove VillaRe MIS is part of Finance. There are four employees - Assistant Director, Systems Analyst, PC Specialist, and Computer Support Operator. They Systems Analyst maintains the AS400, Access databases, and web server applications. The PC Specialist supports PCs and does limited programming. And the Computer Support Operator does mostly data entry. A consultant works two days as a network administrator. Additional consultants are used only as needed. Elk Grove has approximately 170 PCs and eight ser~,~rs. Gienview MIS is part of Finance but they answer to all the department heads. They have an MIS Manager and an MIS Technician who maintain the network. Each department has a "go to" person who acts as first line of support for users. That person belongs to their steering committee, which is similar to our Technical Users Group. Glenview hires consultants for special projects and for server maintenance. They have recently started running their own dispatch, which is outsouroed. Glenview has approximately 150 PCs and twelve servers. They use the AEK financial software. Hoffman Estates MIS is now a department, but prior to 1998 it was a division of Finance. They currently have a staff of five - a Director, a Technical Support Specialist, two Information System Specialists, and a Business System Analyst. The Technical Support Specialist acts as lirst line of support for users and does simple network administration tasks like resetting passwords. The Information System Specialists act as second line of support and do more advanced network administration. The Business System Analyst maintains their financial system, Pentamation, and other tasks such as billing. Hoffman Estates plans to add a GIS Specialist. Up until now they have used interns and have had help from N IU. To ensure that GIS projects would be given appropriate priorities, they have created a committee to manage the GIS projects. Hoffman Estates has approximately 180 PCs and ten servers. They use consultants as needed for upgrades, etc. MIS Structuresin OtherVillages January 16,2002 Page 3 Northbrook MIS is a sub-department of the Village Manager's Office. They have two employees - an MiS Manager and a Programmer. Most applications are written in-house in Oracle. Designated people in Public Work, Police and Fire serve as the first line of support. Consultants are only used if needed, mostly for the network infrastructure. There are approximately 200 PCs and eight servers, and GEMS is their financial software. Palatine MIS has three sections - Technical Operations, Special Projects, and Customer Support. Technical Operations is headed up by a Systems Engineer, and has a Network Administrator and a Senior Analyst working for him. The Senior Analyst maintains Pentamation, their financial software. A GIS Manager heads Special Projects, which has two GIS Technicians. A Customer Support Specialist heads the Customer Support section, which includes the Help Desk and general usersupport. A Software Support Specialist writes Access databases and helps support users. Also each department has a designated user who is trained to act as the first line of support for the users and belongs to a "Support Users Group". Palatine has ten to t~elve servers. Park Ridqe Previously a division under Finance, MIS became a department on May 1st of last year. They have a staff of three - a director, an IT Coordinator (assistant director), and a part-time data entry person. Some departments use designated people from the department as a first line of support and some do not. They have a maintenance contract on all PCs and a contract for basic system maintenance of their Novell and UNIX servers. Park Ridge has approximately 110 PCs and nine servers. Pentamation is their financial software. Rollinq Meadows MIS is under Finance and there are three full-time positions - MIS Coordinator / Network Administrator, Help Desk / Support Specialist, and PC Technician. MiS handles all networked applications. Fire and Police personnel maintain in-vehicle laptops, dispatch, Leads 2000, LiveScan, Firehouse, etc. after they have been initially installed by MIS. Rolling Meadows has 125 PCs and ten servers. GEMS is their financial software. They rarely use consultants. Schaumbur.q MIS is a department comprised of the following staff members: Director, Assistant Director, GIS Manager, Trainer, tw~ GIS Technicians, four Computer Programmers, sixComputer Technicians and a Secretary. They have a "go to" person for first line of support in Police, Fire, and Public Works, and they have two MIS people assigned to the Police Department. Schaumburg has approximately 400 PCs and 25 servers. They have two or three consultants that they usually for special projects. They use SET Banner as their financial software. Skokie MIS is a now a division of the Village Manager's Office, but Skokie formerly provided computer services from the Data Processing Division of Finance. It took them two years to transition to an MIS division under VMO, but services are now centralized including GIS. The second year, 1999, was considered a transitional year. An executive committee met biweekly to work through whatever problems arose. MIS has six positions - Director, Network Administrator, Support System Specialist (Trainer), Help Desk Analyst, Secretary, and Intern. Additionally a police officer is assigned to an administrative MIS Public Safety position since they have their own dispatch. They also use consultants for special IS Structures in Other Villages January 16, 2002 Page 4 projects like the creation of an Access database. Skokie has approximately 170 PCs and seven servers. Wheeling There are only two people (Coordinator and Assistant) in MIS since it is a small village but they install and maintain ail software. Consultants are only hired if absolutely necessary. Pentamation is their financial software. Summary of Results Although this research is limited to the thirteen villages above, the results seem to be typical of any village in the Chicago area. The general trend for municipalities has been to reorganize in two phases. In most communities computer operations odginated in Finance. The first phase was to convert Data Processing to an MIS division under the Finance Department that would serve all departments. The second phase was to move MIS from the Finance Department either to a stand- alone department or to a division under the Village Manager's Office. Some have combined the two phases into one. All thirteen municipalities have centralized MIS but Some still have MIS under Finance. Cost savings due to economies of scale is most often cited as the primary benefit of centralizing MIS. A Buffalo Grove contact stated that they cut their annual cost per computer almost in half over a five-year period taking into consideration the cost of all hardware, software and salaries. Other benefits include standardization, the ability to provide equal services to all departments, and the ability to improve the services provided. The size of the MIS staff varies greatly between villages depending on the size of the network and the services that are provided. Some train a designated person in each department to act as the first line of support and some use consultants more extensively than others. Conclusion Most municipalities have determined that MIS functions are crucial to all village departments and have therefore modified the MIS role to better serve the whole. They have found that a centralized MIS function better serves their needs. I don't believe that Mount Prospect is very different from these other villages and I think that our Village's departments would benefit from centralized MIS division as well. If you have any questions or comments, feel free to contact me at extension 5272. J~oan Middleton MIS Coordinator I:\New VH\IT Structures.doc Village of Mount Prospect Mount Prospect, Illinois INTEROFFICE MEMORANDUM TO: FROM: DATE: SUBJECT: ASSISTANT VILLAGE MANAGER DAVE STRAHL MIS COORDINATOR MARCH 21, 2002 PRELIMINARY TRANSITION PLAN FOR PROPOSED IT DIVISION Village staff began preparing for the possible creation of an IT Division during the 2001 budget process but did not present it to the Village Board due to the need for addition research and planning. Since then staff has been working through the logistics of creating such a division. After talking to representatives from other villages and collecting information from our own Village departments, we believe that it would be beneficial to create such a division. If an IT Division were created, a transition period would be necessaryto ensure a smooth conversion. This memo offers a preliminary transition plan. The transition period is tied to plans to build a new Village Hall because the creation of an IT Division is dependent on whether space is provided for the division. It is also tied to scheduled server purchases and operating system upgrades since it will affect how some of the systems are managed. The departments have provided a list of the IT duties assigned to their respective administrators and a list of the applications that reside on their particular servers. There may be a couple of department-specific applications/systems that are better left under departmental management, such as the Police Department's LiveScan booking system. Prior to moving the department's computer resources to IT, an assessment should be done on howto best handle these systems. Eight objectives were initially defined to provide a common focus to ensure that the anticipated benefits are achieved. The preliminarytransition plan is defined below and the objectives are listed with expectations of when the benefits would be realized. Preliminary Transition Plan by Year 2002 · Maintain connectivity of phone and computer systems for personnel that are temporarily relocated durinq the Senior Center demolition. Human Services and Television Services will relocate to separate buildings outside the current Village offices. IT is responsible for keeping the departments connected (both phones and computers)with as little interruption as possible. Help will need to be requested from other departments. The Police Network Administrator will be asked to assist with the VPN implementation. Assistance may be requested from departments to help support the relocated users also. Preliminary Transition Plan for Proposed IT Division March 21,2002 Page 2 Move Human Services computer operations to IT. Human Services personnel will need to connect to the Village network through a VPN. Since the Village Hall Network Administrator is not familiar with the firewall, it would be difficult for him to troubleshoot connectivity through it. A small server will be located at the Human Services site to house the Human Services database and departmental files. Move the TV Services PC management to IT. TV Services personnel will be connecting to the Village network through a VPN. There will be no server at the TV Services site. 2OO3 · Create the IT Division. · Evaluate personnel needs for 2004 fiscal year and beyond. Evaluate postponing the replacement of the Public Works and Village Hall servers. The Village Hall and Public Works file servers are scheduled for replacement in 2003. There is value in building the new servers under the proposed IT structure to maintain standardization. However the operating systems on the two servers are scheduled to change from the Novell to Windows 2000 when they are replaced. Postponing the replacement would mean having different departments log into different network operating systems for longer than anticipated since Police and Fire are switching to Windows 2000 in 2002. Consideration should be given to consolidating these servers, but it may be best to keep a server located at Public Works in the event that the connection to Public Works goes down, · Rep ace Exchange server. Since this is an enterprise application it will not be affected by IT reorganization. 2004 Coordinate movinq the telephone and computer network systems to the new Village Hall. IT will also be respOnsible for the maintaining the Village Hall securitysystem; Move Public Works computer operations to IT. The management of Public Works PCs and servers would be the responsibility of the IT Division. The Public Works Network Administrator would move to the IT Division. Move Villaqe Hall computer operations to IT. The management of Village Hall PCs and servers would be the responsibility of the IT DiViSiOn~ The Village Hall Network Administrator would move to the IT Division. 2OO5 Move GIS Analyst to IT Division. By 2005 the GIS database should be fully loaded and IT can work toward maximizing usage of the system by the different departments. · Implement a Help Desk. Preliminary Transition Plan for Proposed IT Division March 21,2002 Page 3 2OO6 Replace GIS server. The GIS server is a special-purpose system and should not be consolidating with other ser~,ers. · Explore opportunities to consolidate Police and Fire serxers. Move Fire computer operations to IT. The management of the Fire Department's PCs and server would be the responsibility of the IT Division. Evaluate specific department applications to determine if it would be more productive to keep some applications under department management. Move Police computer operations to IT. The management of the Police Department's PCs and server would be the responsibility of the IT Division. Evaluate specific department applications to determine if it would be more productive to keep some applications under department management. Obiectives · Improve Staff Efficiency. Currently there is a lot of redundancy with four different network administrators handling many of the same functions for different departments, such as file and print services, backups, and virus scanning. We should begin to experience increased efficiency in 2005 after some of these functions are consolidated. Improve Computer/Server Efficiency. In the current setup network administrators can only load their departmental applications on their own server, making it difficult to implement cross-department applications. At different times various departments have considered purchasing SQL Server databases for departmental applications. SQL has the ability to collect and store massive amounts of data from a variety of sources in a single location, making it possible for different departments share it as a backend for their different applications. Changing the focus to the enterprise would facilitate sharing applications like SQL Server. Another example is the use of tape drives. Backups could be easier and more efficient if individual tape drives on each server were replaced by a central backup system that would backup all servers. Improved efficiency in these areas could be expected as departmental resources are mo,~d to the IT Division. Reduce the Number of Servers. The first opportunityfor reducing the numbers of servers is in 2003 or 2004 when the Public Works and Village Hall servers are replaced. However, it may be determined that it is preferable to keep a server at Public Works in case the connection to Public Works goes down. The next opportunity for reducing the number of servers is in 2006, when the Police and Fire servers will most likely be consolidated. Standardization. Standardization is extremely important because it saves time, facilitates troubleshooting, allows staff to easily cover for each other when necessary, and provides the ability for staff to predict if a proposed Village-wide application will work properly from all department locations. When the Village intranet was recently introduced inconsistencies between PCs meant that each network administrator had to test access and possibly modify reliminary Transition Plan for Proposed IT Division March 21,2002 Page 4 the PCs that came under his/her area of responsibility. In most cases the lack of standardization is not intentional. Whenever different people tackle the same problem they will most likely come up with different solutions or different versions of the same solution. On the surface the differences may be miniscule or invisible, but when one administrator needs to cover for another during a vacation or extended sick leave, extra time is required to determine the nuances of another system. Standardization cannot satisfactorily be enforced until PC and server setup is provided from a single point. Benefits should be realized after the departmental IT resources are moved to the IT Division. Policy Enforcement. Some opportunities to improve policy enforcement, such as forcing users to periodically change passwords, will occur when the policies are enforced at the enterprise level when the network operating system is upgraded to Windows 2000. Other policies, such as limiting user space on network drives or providing users with access to online computer training, cannot be enforced until departmental IT resources are put under the IT umbrella. Resource Sharinq. The use of both personnel resources and physical resources (such as books and computers) is expected to begin improving in 2004 when IT staff is centrally located. There would be opportunities to balance workload between staff members. Books and publications could be easily shared. An old server that had been replaced with a newer version could be put to use where most needed, which may not be in the same department as its original function. · Use of Sworn Personnel. Phase out the use of sworn personnel as network administrators beginning in 2006 but continue to use them as resources. · Improve GIS Usage. When the GIS Analyst position is scheduled to move to the IT Division in 2005, IT staff can work to increase GIS usage from multiple departments. · Create a Help Desk. The Help Desk is scheduled for implementation in 2005. This is expected to provide a much needed resource for Village users. If the IT Division is created it is imperative that workable transition plan be defined within a workable timeframe and I believe this plan will provide a good starting point. This plan will most likely be revised multiple times. Anycomments, questions and ideas would be appreciated. f:\New VH\Transition Plan.doc Middleton MIS Coordinator MAYOR Gerald L. Farley TRUSTEES T/mothy J. Corcoran Paul Wm. Hoefett Richard M. Loh~torfer Micha¢ie W. Skowron lrvana K. Wilks Michael A. Zadel VILIAGE MANAGER Michael E. Janonis VILLAGE CLERK Velma W. Lowe Village of Mount Prospect 100 South Emerson Street Mount Prospect, Illinois 60056 Phone: (847) 392-6000 Fax: (847) 818-5336 TDD: (847) 392-6064 VILLAGE OF MOUNT PROSPECT FINANCE COMMISSION CANCELLATION NOTICE THE FINANCE COMMISSION MEETING SCHEDULED FOR MARCH 28, 2002 HAS BEEN CANCELLED MAYOR Gerald L. Farley TRUSTEES Timothy $. Core. oran Paul Wm. Hocfert Kichard M. Lohrstoffer Michaele W. Skowmn Irvana K, Wilks Michael A. Zadel Village of Mount Prospect Community Development Department 100 South Emerson Street Mount Prospect, Illinois 60056 VILLAGE MANAGER Michael E. $~monis VILLAGE CLERK Velma W. Lowe Phone: 847/818-5328 Fax: 847/818-5329 TDD: 847f392-6064 AGENDA MOUNT PROSPECT PLANNING & ZONING COMMISSION MEETING LOCATION: Senior Center 50 South Emerson Street Mount Prospect, IL 60056 MEETING DATE & TIME: Thursday March 28, 2002 7:30 p.m. II. III. VI. VII. CALL TO ORDER ROLL CALL APPROVAL OF MINUTES A. PZ-02-02 / 915 S. Louis Street / Variation - Front Yard Setback (Thedorf Residence). B. PZ-03-02 / 999 N. Elmhurst Road / Conditional Use- amend Planned Unit Development (Costco). C. PZ-04-02 / 1 W. Rand Road / Variation- number of parking stalls at an existing commercial center (Randhurst Crossings ). D. PZ-05-02 / 2109 E. Seminole Lane / Variation-height of an existing fence (Przyblak Residence). OLD BUSINESS None NEW BUSINESS A. PC-19-01/211 West Kensington/Kessel Plat of Consolidation NOTE: This ease is Village Board Final. B. PZ-01-02/1825 East Euclid Avenue/Sabina's Plat of Resubdivision NOTE: This case is Village Board Final. C. PZ-06-02/805 East Prospect Avenue/Conditional Use - circular drive NOTE: This ease is Village Board Final. D. PZ-07-02/1018 Mount Prospect Plaza/ Conditional Use - veterinarian clinic (Luv MyPet) NOTE: This case is Village Board Final. E. PZ-08-02/620 East Northwest Highway/Conditional Use - include auto sales (2qorthwest Automotive) NOTE: This case is Village Board Final. QUESTIONS AND COMMENTS ADJOURNMENT Any individual who would like to attend this meeting, but because of a disability needs some accommodation to participate, should contact the Community Development Department at 100 S. Emerson, Mount Prospect, IL 60056, 847-392-6000, Ext. $328, TDD #847-392-6064. MINUTES OF THE REGULAR M~ETING OF PLANNING & ZONING COMMISSION CASE NO. PZ-02-02 PETITIONER: Hearing Date: February 28, 2002 Bill Thedorf 915 S. Louis Street REQUEST: MEMBERS PRESENT: Variation to front yard setback to construct a 2-car attached garage Merrill Cotten JosePh Donnelly Leo Floros Richard Rogers Matthew Sledz Arlene Juracek, Chairperson MEMBERS ABSENT: Keith Youngquist STAFF MEMBERS PRESENT: Judy Connolty, AICP, Senior Planner Michael Blue, AICP, Deputy:Director of Community Development INTERESTED PARTIES: Ray & Laura Hinze Chairperson Arlene Juracek called the meeting to order at 7:33p.m. Minutes of the January 24 meeting were approved. At 7:35, Ms. Juracek announced the withdrawal of Case No. PC-18-01 and introduced Case No. PZ-02-02, a request for a Variation to construct an attached 2-car garage that encroaches 4' into the required front yard. She explained that this case wou~d be P&Z Commission final. Judy Connolly, Senior Planner, introduced the staffmemorandum for the case. She described the subject property as an existing home located on an interior lot on a single-family residential street and explained that the applicant proposes to convert the existing one-car garage to living space and construct a new 2-car attached garage. The new garage would encroach four-feet into the front yard and have a 26-foot setback, while the Zoning Ordinance requires 30-feet. The petitioner is seeking a Variation for the setbac, k and would construct the new garage of face brick and cedar that matches the house, and would have a peaked roof to match the existing roofline. Ms. Cormolly said that the petitioner has explored other designs for a 2-car garage, but coul.d not arrive at a design that was practical and met Village code requirements. The floor plan indicates that the split-16vel home would have to be significantly modified to accommodate a new 2-car garage that complies with zoning regulations. In his application, the petitioner states that the home is the only one in the subdivision that was designed with a one-car side-loading garage, that the new garage will not be detrimental to the adjacent properties, and that the proposed improvements would improve the value of the neighborhood. The neighbors adjacent to the petitioner have submitted letters stating their support of the petitioner's variation. Ms. Connolly explained that Staff reviewed the petitioner's plat of survey and site plan and visited the site. The subject property is an 8,276.4 square foot parcel that is out of anY flood zone and primarily rectangular in shape. The parcel is developed with a single-family home and a one-car, sideAoading, attached garage. The size and shape of the subject property is typical of most residential properties in the Village. In order to expand the one-car garage to a 2- car, the front windows of the house would be blocked and significant modification of the house would be required. Also, the side yards are less than eight-feet. Therefore, constructing a detached garage that would comply. .with zoning regulations could be possible, but the driveway would be too narrow and the petitioner would need relief from Development Code requirements for the minimum driveway width, which is 9-feet. Also, a driveway less than eight- feet wide may not be a safe design. Ms. Connolly said that although the petitioner is creating his own hardship by constructing a 2-car garage 26-feet from the front lot line, the manner in which the site is developed, a split-level house with side yards tess than eight-feet, is a Planning and Zoning Commission PZ-02-02 Arlene Juracek, Chairperson Page 2 unique physical condition of the subject property. In addition, the proposed structure would not be likely to have a negative effect on the character of the neighborhood or the public welfare. Ms. Connolly stated that the proposed variation would not have a detrimental effect on the neighborhood character. However, the convenience of a 2-car garage does not meet the standards for a variation and the petitioner is creating the need for a variation. Based on these findings, Staff recommends that the Planning and Zoning Commission deny the proposed Variation to permit an enclosed structure to encroach four-feet into the required 30-foot front yard setback for the residence at 915 S. Louis Street, Case No. PZ-02-02. The Planning and Zoning Commission's decision is final for this case. Commissioners questioned Judy about the Development Code's driveway regulations, lot widths, and their application to this case. Ms. Connolly explained the 9' driveway width requirement and reviewed typical lot sizes in the R1 zoning district. Bill Thedorf, petitioner, was sworn in. He explained that'his was the last house built in the subdivision thirty years ago. He said that his house is unique to the area because it has a side-loading 1-car garage and his living and dining rooms look out at the back yard. He said that the existing driveway covers a significant portion of his front yard and that the design is necessary to access the side-loading garage, but it is difficult to maneuver. Mr. Thedorf said that snow removal is difficult for him since he must carry all the snow to the north side of the driveway to avoid dumping the snow on the neighbor's property. In addition to the proposed new garage, he will be installing a new door, roof and landscaping. He said he feels these changes will improve the appearance of his home and be an asset to the neighborhood. Ms. Juracek said she felt the removal of the large driveway would be an improvement that would need to be weighed against the encroachmen, t on the front setback. Mr. Floros asked about the size of the proposed garage, 20' x 30'. Mr. Thedorf said the reason for that size was to match the width of the existing garage on the other side of thc house and to balance the look of the house. He said that the depth is a standard size, but it creates the four-foot encroachment. Mr. Donnelly questioned the permissibility of roof overhangs that encroach.into the setbacks, which he noticed in this neighborhood. Ms. Connolly said that the Zoning Ordinance permits eaves, gutters, and bay windows to encroach up to 24" into the required yard. Ms. Juracek asked if any neighbors were at the meeting to speak. She noted that.the Planning and Zoning Comm/ssion had received an e-mail from Jane and Roy Garland and correspondence from the Dorners in favor of the requested Variation. Mr. Thedorf said his neighbors from across the street were there to show support. Chairperson Juracek closed the public hearing at 7:52. Richard Rogers said he was against.the encroachment. He said that front yard setbacks should be sacrosanct in order to keep the slreetscape uniform and stated concerns about setting a precedent. Matt Sledz said the site does present challenges and that he is also concerned about setting precedents. However, there are enough unique situations in this request to distinguish it from other requests. Mr. Floros said this was a definite hardship and that he did not understand how the petitioner had lived with the situation for thirty years. Mr. Floros emphasized that each case should be studied on its own merit. Mr. Donnelly agreed with Ms. Juraeek's assessment that the request was a trade- offsituation: a 'greener' front yard vs. a four-feet encroachment. Mr. Rogers said he thought an 8' driveway should be allowed at the side of the house and a detached garage erected behind the house. Other Commissioners disagreed with that idea since an 8' driveway would not be safe. Ms~ Juracek said that the driveway required to access a detached garage would also increase the lot coverage. lanning and Zoning Commission PZ~02-02 Arlene Juracek, Chairperson Page 3 Leo Floros moved to approve the Variation to permit a 26-foot front setback as requested by Case No. PZ-02-02. Merrill Cotten seconded the motion. UPON ROLL CALL: AYES: Floros, Cotten, Donnelly, Sledz and Juracek NAYS: Rogers Motion was approved 5-1. At 11:23 p.m., after hearing Cases PZ-03-02, PZ-04-02 and PZ-05-02, Richard Rogers made a motion to adjourn, seconded by Matt Sledz. The motion was approved by a voice voteand the meeting was adjourned. Barbara Swiatek, Planning Secretary ~u~ Conr~olly,/Senior Planner ~ MINUTES OF THE REGULAR MEETING OF THE PLANNING & ZONING COMMISSION CASE NO. PZ-03-02 PETITIONER: Hearing Date: February 28, 2002 Mark A. Gershon for Rouse Randhurst Shopping Center, Inc. c/o Piper Marbury Rudnick & Wolfe 203 N. LaSalle Street Chicago, IL 60601 REQUEST: MEMBERS PRESENT: Conditional Use to amend an existing Planned Unit Development to erect a Costco store at 999 N. Elmhnrst Road and Variations to allow oversized signs and outdoor storage Merrill Cotten Joseph Dormelly Leo Floros Richard Rogers Matthew Sledz Arlene Juracek, Chairperson MEMBERS ABSENT: Keith Youngquist STAFF MEMBERS PRESENT: Judy Connolly, AICP, Senior Planner Michael Blue, AICP, Deputy Director of Community Development INTERESTED PARTIES: Mark Gershon Peter Katm Ted Johnson Mike Stmtis John & Mary Czerechowicz Josie Wojciuch Chairperson Arlene Juracek called the meeting to order at 7:33p.m. Minutes of the January 24 meeting were approved. Ms. Juracek announced the withdrawal of Case No. PC-18-01 and the Commission heard Case No. PZ-02-02. At 8:00, Ms. Jumcek introduced Case No. PZ-03-02, a request for a Conditional Use t° amend_ an existing Planned Unit Development to erect a Costco store at 999 N. Elmhurst Road, at the former Wards site. -She explained that this case would be Village Board final. Judy Connolly, Senior Planner, introduced the staff memorandum for the case. She explained that the petitioner is seeldng to amend the Conditional Use permit for the Randhurst Shopping Center Planned Unit Development and demolish the vacant WARDS store and former auto center in order to construct a one-story Costco Wholesale warehouse building and a free stffnding fuel center at the former WARDS Auto Center location. She described the warehouse store as a membership store that will be located adjacent to the main mall building, in the former WARDS location. The proposed one-story building will occupy the entire footprint of the former WARDS store, extend out into a portion of the parking lot adjacent to Circuit City, and extend into the mall up to the former Lechter's. Costco members can access the store from an entrance offofthe Costco parking lot. The receiving dock will be located along the north elevation of the building, in close proximity to the Circuit City Store, and more than 500-feet from the closest residence. Ms. Connolly said that, in addition to the warehouse store operation, the petitioner proposes to sell and install tires. The 5,000+ square foot tire operation will be located along the west elevation of the building. The installations will be conducted inside the tire center. Planning and Zoning Commission Arlene Juracek, Chairperson PZ-03 -02 Page 2 Ms. Connolly described the proposed 3-pump fuel center, which will have a Costco employee on-site to assist members with operating the fuel pumps. The Costco employee will not pump gas for the members or provide any type of maintenance assistance, but will assist members with the required key card operation needed to access the pump. Ms. Counolly said the petitioner is also seeking a Variation for approval of outdoor storage to display motor vehicles. The location of the proposed outdoor storage would be close to the building entrance, on the sidewalk. The Village's Zoning Ordinance permits seasonal outdoor storage, i.e., Christmas trees, but the petitioner's request to display vehicles year-round does not comply with zoning regulations. Ms. Connolly described the site plan, which shows several new pedestrian links, including a sidewalk from the Costco building to the fuel center. In addition, the sidewalk would extend from the fuel center south to Kensington Road. Also, the area in front of the Costco entrance is designated as a pedestrian zone. Ms. Connolly said the Costco building would be constructed of four different bricks, of varying shades and textures, in the brown/red family. The petitioner's elevations show that the store would have peaked roofs and be constructed of varying brick materials (colors and sizes). In addition, recessed walls and columns would provide vertical relief and break-up the long, expansive walls. The fuel station consists of pumps and a controller enclosure (the controller enclosure is a pre-fab metal building that c0ja~ains the fuel shut-off and a restroom for the Costco employee). The colunms will be constructed of the same utility brick materials as the store and the canopy would be constructed of a textured metal fascia. Ms. Cormolly pointed out that the petitioner redesigned the parking lot around the Costco store and provided oversized parking spaces to accommodate Costco shoppers. Traffic circulation around the Costco store is improved by eliminating several access points and creating new landscape islands. Ms. Connolly informed the group that the petitioner revised the site plan since the Commission received their packets. The revised plan addresses staff's concerns concerning a safer, controlled pedestrian area in front of the store. The petitioner's proposal to provide oversized parking stalls will exceed the required parking ratio. Ms. Connolly noted that the petitioner proposes to install wall signs on each elevation of the building and the north and south elevations of the fuel station: The number and location of the signs meets Sign Code regulations, but two of the wall signs exceed the maximum square footage allowed by code, which is 150 square feet. The petitioner would like to install two wall signs that are 384.38 square feet. The sign on the south elevation would be located more than 500- feet from Kensington Road and the sign on the west elevation would be located approximately 400-feet from Elmhurst Road. In the past, Variations were granted for larger wall signs when businesses were located a significant distance from the right-of-way and had large front elevations. Ms. Connolly said that the petitioner's landscape plan indicates that the loading dock will be screened from view from Elmhurst Road using a berm and evergreen trees. In addition, new landscape islands will be created to improve traffic cimulation, beautify the Costco site, and break-up the 'sea of parking' most often found at shopping malls. The landscape plan shows how one of the main mall entrances, by Kohl's, will be improved with the use of decorative pavement (brick pavers) and planting beds. The petitioner proposes to use a variety of plantings throughout the Costco site and will provide foundation plantings in addition to the perimeter/parking lot landscaping. However, adding landscaping I) by the LaSalle Bank property, which is off of Kensington 2) when entering the mall from Elmhurst Road, and 3) repeating the new foundation landscaping along the Kohl's entrance would be in keeping with other redevelopment projects that upgrade sites adjacent to the project area so the site appears to be developed in a cohesive manner. Also, using brick pavers for the pedestrian walkways and sidewalks will enhance the Costco area and create a link to the decorative pavement by the Kohl's entrance. Ms. Connolly said the Village's Comprehensive Plan designates the Randhurst Shopping Center for community commercial uses. The proposed warehouse, tire center, and fuel center are appropriate uses within this designation. Planning and Zoning Commission Arlene Juracek, Chairperson PZ-03 -02 Page 3 Ms. Connolly conveyed the Fire Department's finding that an egress evaluation of the entire mall is necessary to determine the impact of the reduced exit width ~reated by the construction of Costco. The petitioner is required to provide documentation that the existing fire-main can produce sufficient fire flows for the new facility. In addition, if the new building encroaches upon the existing fire main, the petiti°ner will have to replace that main as determined necessary by Village Departments. Ms. Connolly relayed that the Public Works Department reviewed the project and found that the existing deficiencies in the backflow prevention system for the entire Randhurst site must be addressed to the satisfaction of the Director of Public Works as part of this project, and must be included in the engineering site plans. Also, the disconnection of the existing water and sewer services must be inspected and approved by the Village before the existing WARDS building · may be demolished. Ms. Connolly further explained that the Crime Prevention Department reviewed the proposal and made several recommendations concerning the landscape plan that would ensure the proposed plantings do not obstruct sight lines or create hazards areas. Ms. Connolly said the subject site is a Planned Unit Development in the B-3 Community Shopping zoning district. The Costco warehouse store, tire center, and fuel center were not part of the original approval for shopping mall. Therefore, the proposed modifications and fu.el facility require amending the original Conditional Use permit through approval by the Village Board, following a' publiq hearing with and recommendation by the Planning and Zoning Commission based on the Conditional Use standards in the Zoning Ordinance. ' Ms. ConnoIly noted that the proposed conditional use would be located within the Randhurst Shopping Center, which is an existing PUD in the B-3 Community Shopping District. The petitioner proposes to demolish the vacant WARDS store and build a one-story warehouse operation that includes a tire center, and a separate, freestanding fuel station. The proposed elevations and varying brick building materials are consistent with other new commercial developments in the Village. In addition, the store and fuel operations would have minimal impact on the neighboring residential properties because it is located 400+ feet from the residences. The proposed conditional use would be in compliance will the Comprehensive Plan and the Zoning Ordinance requirements· Ms. Connolly said that, in order to approve the Wall Sign Variations, the proposal has to meet the standards for a variation as listed in the Sign Code. Ms. Counolly said the basis for granting variations for larger wall signs in the past has been that the signs were being placed on expansive front elevations set back behind a large parking lot. In this case, the justification for the proposed wall signs is consistent with the findings for the previous cases. In addition, there are out4ots that limit the store's visibility. The proposed variation is in keeping with the Standards for Sign Variations listed in Section 7.725.A. 1-7. Ms. Connolly said that, in order to approve the petitioner's request for a variation to have outdoor storage, the Board has to find that the request meets the Standards for a Variation listed in the Zoning Code. The outdoor storage area (auto display) is located in a pedestrian area. While the proposed display may be attractive, the location is not conducive to this location and the request fails to meet the standards for a variation because there is no hardship. As an alternative, the display could be relocated to the inside of the store such as the store entrance area. Ms. Cormolly said, based on the aforementioned requirements, the proposed Costco Wholesale store, tire center, and fuel center comply with the Conditional Use standards established by the Zoning Ordinance. The proposed wall sign variations are in keeping with the Standards for Sign Variations. However, the proposed outdoor storage does not meet the standards for a variation and there is a viable alternative that meets code requirements. Therefore, Staff recommends that the Planning and Zoning Commission: 1) approve the two 384·38 square foot wall signs; the Planning and Zoning Commission's decision is final for this request; 2) recommend that the Village Board deny the outdoor storage request; Village Board's decision is final; 3) recommend that the Village Board approve the requested Conditional Use amendment at 999 N. Elmhurst Road, Case No. PZ-03~02, with the following conditions: Plmming and Zoning Commission Arlene Juracek, Chairperson PZ-03-02 Page 4 A. Development of the site in conformance with the site plans prepared by Jerry Quinn Lee Architects, {insert current revision date} revised to reflect: · Construct pedestrian walkways and the walkway around the Costco entrance with brick pavers and provide striped pedestrian crosswalks in the parking lot at the store entrance. B. Development of the site in conformance with the landscape plan prepared by Jerry Quinn Lee Architects, {insert current revision date} revised to reflect: · The existing foundation landscaping along Kohl's west elevation with enhancements so the design is in keeping with the new Costco landscaping; · Supplemental site landscaping along the access drive of the entrance from Elmhmst Road that is in keeping with the landscaping along Costco's west lease area; Supplemental site landscaping along the access drive by LaSalle Bank's east 'lease area' that is in keeping with the new landscaping installed by Costco (along the west lease area of the fuel station); (subject to the ability of Developer, using commemially reasonable efforts, to obtain approval from LaSalle Bank); · Increase the size of the shrubs to three-feet as required by the Zoning Ordinance. C. Submission of a Lighting plan of the Costco site=as required by Sec. 14.2219 of the Zoning Ordinance. D. Submittal and approval of final Engineering Plans meeting all Development Code requirements which include but are not limited to: · Engineering site plans that identify installing a backflow preventer on eithe? a new potential water main tap at Elmhurst Road or at the location of the existing backflow preventers at the water tower to address the existing deficiencies in the baekflow prevention system for the entire Randhurst site to the satisfaction of the Director of Public Works; · Inspection and approval by the Village of the disconnection of the existing water and sewer services before demolishing the existing WARDS~ E. Submittal of final building plans meeting all applicable Building Code and Fire Code requirements which include but are not limited to: · Egress evaluation of the entire mall; · Documentation that the existing fire-main can produce sufficient fire flows for the new facility or installing an additional water main to Elmhurst Road; · Replace the existing fire main as determined necessary by Village Departments if the new building encroaches upon the existing fzre main; - - · Relocate existing frre hydrants, Fire Department connections, and post indicator valves as needed for Fire Depa, tment access. F. Approval of appropriate permits by I.D.O.T. and M.W.R.D. Ms. Connolly said the Village Board's decision is final for this Conditional Use case and conveyed staff's recommendation that the P&Z Commission recommend approval of Case No. PZ-03-02 to the Village Board. Ms. Juracek asked about outdoor storage as it related to this case. Ms. Connolly said this storage would be utilized as an ama to display a vehicle. She said the Lake Zurich store displays the vehicle inside. Richard Rogers asked if the owners had been advised of the staff recommendations and had they agreed to the items. Michael Blue, Deputy Director of Community Development, said they had agreed, with the exception of one item, which would be discussed later. Ms. Juracek swore in speakers for this case. Mark (3ershon, representing Rouse-Randhurst Center said they are very pleased to bring Costco to the area to revitalize the center and the community. He complimented staffon a great job of presenting the case. He said Randhurst had Planning and Zoning Commission Arlene Juracek, Chairperson PZ-03 -02 Page 5 been in the community for thirty-nine years and is the largest contributor of sales and real estate tax in the Village. Many changes have occurred in those years and in the last three years the center has seen much underutilization with the closing of Wards and J. C. Penney. It has been critical for Randhurst and the Village to work together to get to the point we are at today. He thanked staff for their part in the process and said the success of Randhurst is integral to the success of sttrrounding retail stores. He introduced Peter Kahn, Real Estate Development Manager, and Ted Johnson, Product Manager/Coordinator, for Costco. Peter Kahn, 999 Lake Drive in Isaquah, Washington came forward. He testified that Costco was formed in 1983, has 385 warehouses in 36 states and 7 countries and 92,000 employees worldwide. A typical warehouse does $100 million in sales per year.. He said there are 9 warehouses in Chicago at this time. He said Costco provides highest quality goods and services at the lowest possible price and operates low cost facilities. They use industrial steel and pallets for displays. They accept no VISA or Master Charge cards and do not stock highly "pilferable" items. They do accept American Express cards. They don't advertise and do not provide shopping bags. They carry a limited selection of items and offer just their select private label. Their basic membership is $45/yr. Their executive membership offers different types of services and products such as payroll and credit card processingi printing services, and small business loans at prime rate plus 1%. They have a dedicated employee base. Most senior vice presidents started at entry4evel jobs and progressed through the organization. They offer a "treasure-hunt" type of shopping expedition. They have the highest customer satisfaction and renewal rate, 86%. They are involved in the community by being active in United Way and other causes. Employees are the highest paid in the industry and are encouraged to participate in community projects while "on-the-clock". Costco utilizes $30,000/month in local services. Costco warehouses are typically 14-16 acres, 750-850 parking spaces, and a 148,100 s.f. building; this is basically what they are proposing for Mount Prospect and feel it will be a mutually "win-win" situation. Ms. Juracek asked if any Costco Stores had been closed down. Mr. Kahn said they had merged with Price Club who has stores in Milwaukee and Minnesota that were very expensive to operate because they did not have a proper distribution system to support them and consequently they had to pullout of the Midwest. At present, they have a distribution center in Morris, Illinois to service stores in the Midwest. Ms. ~'uracek asked about the Costco store at Golf and Meacham and asked if customers would be cannibalized from that store. Mr. Kahn said they have found stores being located close to each other generate more interest and do not detract business from each other. Mike Stratis, Costco's Real Estate Consultant fi'om Intrepid Properties, came forward to respond to Ms. Juracek's question. He said that, being membership based, Costco knows more about their customer than other stores such as Target or Home Depot. They do cannibalization studies and are able to see ~here most of their customers shop. Most of the customers at the Schaumburg store come from the PalatiBe are~, and very few come from east of Arlington Heights Road. They have a store in Niles and will be building one in Glenview but, again, their studies show no cannibalization of customers will occur. Mr. Floros asked if it was unusual for Costco to be located in a mall. Mr. Kahn said they have a warehouse in a mall in the Phoenix area and possibly others, but he couldn't recall at that moment. Ted Johnson, President of Design Strategies, 2311 W.' 22~ Street, Oak Brook, and Costco's Project Manager/Coordinator for this site came forward. He said he is a Planner as well as a Landscape Architect by trade. He went to the easels and explained the series of boards that depict their proposal. He described the first two boards as graphics that are the artist's rendering to show how the building "fit" into Randhurst mall and the other boards are site plans for the warehouse and fueling facility. He explained all the boards in great detail. Ms. Juracek asked Mr. Johnson about the proposed outdoor display area of vehicle(s). Mr. Johnson explained that Costco has a program where they work with local car dealers. A dealer displays one or two cars for a week during business hours and the next week another dealer provides ears for display. This area will be located near the cart storage. Customers look at the displayed autos, obtain a referral card from Costco, and go to the dealer to receive special pricing on the car they choose. Planning and Zoning Commission Arlene Juracek, Chairperson PZ-03-02 Page 6 Mr. Johnson pointed out that the site plan had been revised since they had received the/r packages. This was done at the behest of the staff to include a "T" intersection to remove curb cuts in front of the store. They will also revise the landscape plan to put shrubs in that area. This would also be the new area for the vehicle display. Additional landscaping will be placed wherever possible and with the permission of the neighboring businesses. Mr. Johnson reviewed the tentative project schedule, which includes the start of demolition and utility relocation on April 2; the pad preparation on 5/28; the hnilding pad delivered to Costco on 6/25; and the warehouse opening on November 18. Leo Floros asked why there would be no entrance provided from the mai1. Mr. Johnson said Costco wants just one combination entrance/exit area in order to exercise control and eliminate expensive duplication of services. Mr. Floros also asked if Applebee's Restaurant would need to move. Mark Gershon said Rouse is working with Applebee's to find them another location in the mall. Two other stores will also relocate within the mall. Mr. Johnson addressed the set of conditions that had been circulated to the commissioners that evening. Regarding the brick pavers in condition #2, he said they would provide brushed or colored concrete at that area but not pavers, as this is an area with heavy cart ti-affic, requiring a smooth sttrface. Costco has agreed to all other conditions. Mr. Rogers asked the size of the Concrete Masonry Units (CMUs), which he said are not bricks but actually concrete blocks. Mr. Johnson showed commissioners the display board of the proposed CMUs, typically 6" x 12", with the color throughout the concrete block. Mr. Rogers said he would want to see the 6' x 12" size included as a condition so the standard concrete block size of 8" x 16" wasn't used. Mr. Johnson said with all the arch/tectural details they will use on the building: pilasters, columns, canopy, accents over exit doors, the surface would not be noticeable. Mr. Rogers did not agree, saying it would be a concrete block wall, Mr. Rogers said he would like the building to be face brick but Mr. Johnson said that was not possible and the other walls of the mall were everything but face brick: Mr. Rogers also asked about the composition of the back wall. Mr. Johnson said that would be concrete block but would just be a shared ftre egress corridor, under roof, and not observed from outside. Mr. Cotten asked if the proposed blocks were prohibited for use by our Code and was told they were not. Mr. Dormelly asked if delivery trucks would be parked overnight at the site and was told they would not. Mr. Cotten asked about increased traffic. Mr. Johnson said there would be 420 less traffic trips in the p.m. peak time than there were with the previous tenant make-up. Bill Thebold, who had been sworn in for a previous case, came forward and asked about the entrance next to Applebee's and was told that would be eliminated and the nearest entrances to the mall would be by the Kohl's and Old Navy stores John Czerechowicz, 1105 Wedgewood Lane, asked about track traffic and would the underground truck traffic area be eliminated along with the basement in the Ward's building? He was told they would both be eliminated. Mr. Gershon explained that retailing has changed and the needs of 39 years ago are not the same as the needs of today. Ms. Juracek closed the public hearing at 9:55 and said there would be a three-part vote, the first vote being for the wall signs. Richard Rogers made a motion to approve the requested Variation in wall signage for Case No. PZ-03-02. Joseph Donnelly seconded the motion. UPON ROLL CALL: AYES: Floros, Cotten, Dormelly, Rogers, Sledz and J'uracek NAYS: None Motion was approved 6-0. Ms. Juracek said the second vote would be on outdoor storage. Pla~ing and Zoning Commission Arlene Juracek, Chairperson PZ-03 -02 Page 7 Merrill Cotten made a motion to approve the petitioner's request for outdoor storage. Richard Rogers seconded the motion but stated if there is adequate space inside or under the canopy where the cars could be displayed that would be the appropriate space. Mr. Donnqlly said he is more comfortable with the cars being displayed Mt.h'm a sea of cars near the parking lot. Ms. Juracek clarified the vote as outdoor storage located in the remote landscaped parking lot area for a maximum of two new cars. UPON ROLL CALL: Motion was approved 5-1. AYES: Floros, Cotten, Donnelly, Sledz and Juracek NAYS: Rogers Ms. Juraeek said this would be Village Board final. Ms. Juracek said the final vote would be for the Planned Unit Development for the remainder of the request subject to the conditions in the. revised recommendations received and discussed this evening by the Board. R/chard Rogers made a motion to approve the Conditional Use based on all the conditions in the staff's report except that 1) the brick pavers not be required for the sidewalks; 2) landscaping on other tenant's sites receive their approval; and 3) that the CMUs not be as large as 8" x 16". Ivlike Blue suggested two votes, one on item 3 and one on the overall item 3. Ms. Juracek asked for a motion xvith regard to the brick pavers in the sidewalks. R/chard Rogers made a motion to eliminate the brick pavers and have smooth or brushed concrete sidewalks instead. Leo Floros seconded the motion. UPON ROLL CALL: AYES: Floros, Cotten, Donnelly, Rogers, Sledz and Juracek NAYS: None Motion was approved 6-0. ' ~ ' Ms. Juracek asked for a motion on the size of the CMU. Richard Rogers made a motion that all exposed exterior concrete masonry units be of a textured face, but not smooth faced concrete blocks. Merrill Cotten seconded the motion. UPON ROLL CALL: AYES: Floros, Cotten, Donnelly, Rogers, Sledz and Juracek NAYS: None Motion was approved 6-0. Ms. Juracek asked for a motion to approve the Conditional Use amendment subject to the two changes j~4st made. Richard Rogers made a motion to approve the Conditional Use request subject to all the conditions put forth under the recommendation, pending the approval of the Kohl's and LaSalle Bank landscaping agreements. Matthew Sledz seconded the motion. Leo Floros moved to approve the Variation as requested by Case No. PZw03-02. Merrill Cotten seconded the motion. lanning and Zoning Commission PZ-03-02 Arlene Juracek, Chairperson Page 8 UPON ROLL CALL: Motion was approved 6-0. AYES: Floros, Cotten, Donnelly, Rogers, Sledz and Juracek NAYS: None At 11:23 p.m., after hear/ng Cases PZ-04~02 and PZ-05-02, Richard Rogers made a motion to adjourn, seconded by Matt Sledz. The motion was approved by a voice vote and the meeting was adjourned. Barbara Sw~atek, Plann~r/g Secretary y Cdt~o¥1y~, Senior Planner y MINUTES OF THE REGULAR MEETING OF THE PLANNING & ZONING COMMISSION CASE NO. PZ~04~02 PETITIONER: Hearing Date: February 28, 2002 James Kaplan KAP-SLIM Properties 1770 First Street, #201 Highland Park, IL 60035 REQUEST: MEMBERS PRESENT: Variation to the number of parking stalls provided at 1 W. Rand Road (Randhurst Crossings) Merrill Cotten Joseph Donnelly Leo Floros RiChard Rogers Matthew Sledz Arlene Juracek, Chairperson MEMBERS ABSENT: Keith Youngquist STAFF MEMBERS PRESENT: Judy Connolly, AICP, Senior Planner Michael Blue, AICP, Deputy Director of Community Development INTERESTED PARTIES: James Kaplan Jim Stile Chairperson Arlene Juracek called the meeting to order at 7:33 p.m. Minutes of the January 24 meeting were approved. Ms. Juracek announced the withdrawal of Case No. PC-18-01 and the Commission heard Cases No, PZ-02- 02 and PZ-03-02. At 10:15, Ms. Juracek introduced Case No. PZ-04-02, a request for a Variation to allow 80 parking stalls to serve the shopping center when the proposed tenant mix requires more than 80 parking stalls. She explained that this case would be Planning & Zoning Commission final. Judy Connolly, Senior Planner, introduced the staff memorandum for the case. The subject property is located at Rand/Kensington & Elmhurst Roads. It is a 17,700 square foot commercial center that was constructed in 2001 and has 80 parking spaces. The center is almost 2/3 leased and the current, tenant mix includes a Quizno's, a dry cleaner, a currency exchange, a hair salon, a phone store, and a Starbucks. The Zoning Ordinance r~quires at least 60 parking spaces for the current tenant mix. Ms. Connolly explained that the petitioner is in the process of securing a lease with a new restaurant that would occupy 3,084 square feet and seat 56 people. By code, the proposed restaurant is required to have 25 parking spaces for the customers and the employees. The overall parking requirement for the center would be increased to 85 parking spaces. However, 3,616 square feet of space would still be vacant and could require as lime as 14 parking spaces if all of the space is a retail use or it could require more parking spaces if there are more restaurants. Therefore, the property owner is seeking relief from zoning requirements for the minimum number of parking spaces provided at 1 W. Rand Road. Ms. Connolly stated that Staff reviewed the petitioner's site plan, tenant mix, visited the site, and talked to business operators to gain a better understanding of the parking demand at the center. The subject parcel is slightly'less than 2 acres. It is out of any flood zone and is triangular shaped. The current tenant mix and 6,700 square feet of vacant space (38% vacancy rate) has not created a parking problem. As previously noted, the current tenant mix requires 60 parking spaces. The remaining 6,700 square feet of vacant space will require 27 parking spaces if the spaces are leased to retail users, which is one of the less intense parking uses. However, the petitioner is working with a restaurant that will occupy a portion of the 6,700 square feet and will require 25 parking spaces. In order to lease 100% of the commercial space, the petitioner will be required to seek relief from code regulations for parking since the center will Planning and Zoning Commission PZ-04-02 Arlene Juraeek, Chairperson Page 2 be required to have at least 99 parking spaces (60 for the current tenants, 25 for the restaurant, and 14 for the remaining space for retail users). Ms. Connolly reported that in his application, the petitioner states that the actual parking need is less than the minimum required by the Village code. It is the petitioner's understanding that the majority of the employees who work at the restaurants either use or will use public transportation and/or carpool to work, so they do not require a parking space. Also, the petitioner states that the peak business hours have little overlap and that parking turnover is substantial. Ms. Cormolly said the petitioner is seeking relief from the Village's parking regulations and the reasons appear valid, but the scenario presented cannot be guaranteed to hold true as the tenant mix could change. The Change could impact peak-use times and if employees decide to drive and not use public transportation to get to work. Since the variation would be in place indefinitely, relief flom code regulations will remain in place regardless of the owner, tenants, and employees. In addition, staff reviewed neighboring communities' parking regulations and found that the Village's regulations are consistent with other communities' requirements. Ms. Connolly explained that the sgope of the variation would be reduced if the petitioner obtained an off-site parking agreement for employee parking. An off-site parking agreement for employees would flee-up 21 parking spaces (this number is based on conversations with the tenants and reflects the maximum number of employees working during the peak business hours). Using 99 parking spaces as the parking need for the center, subtracting the 21 employee spaces, the site would need to provide 78 parking spaces. The shopping center has 80 parking spaces on-site and a variation is not required. Ms. Cormolly said the Zoning Ordinance has provisions for off-site parking agreements. Staff would be supportive of the petitioner secur/ng 25 employee parking spaces within 500-feet of the shopping center. Ms. Connolly reported that in order to approve the requested variation, the Commission has to find that the request meets the standards listed in the Zoning Ordinance. She e;~plained that .the addition of another restaurant at 1 W. Rand Road would be beneficial to the shopping center and community, but the petitioner's justification that the actual parking need is less than what the Zoning Ordinance requires is based on the premise that the tenants' peak hours do not overlap and that employees will use public transportation and carpooI. However, the petitioner cannot guarantee that these'conditions will remain in place and the request fails to support a finding of hardship, as required by the Zoning Ordinance. Based on these findings, Staff recommends that the Planning & Zoning Commission deny the proposed Variation to permit 80 parking stalls instead of 99 as required by the Zoning Ordinance to serve a 17,700 square foot retail center for the development at 1 W. Rand Road, Case No. PZ-04-02. Chairperson Jumcek asked if the Village had approved other requests like this based on businesses' peak hours not overlapping. Ms. Connolly said the most recent approval would be Golf Plaza I shopping center at Golf and Busse Roads, which was for different user types on a three-acre parcel. Also, the owner made on-site improvements to the center. Ms. Juracek noted that the Commission was presented with the possibility of a lease for 19 off-site parking spaces. Ms. Cormolly explained that the Director of Community Development reviewed the lease and found it acceptable. The P&Z Commission could vote to deny-the parking variation and approve the off-site parking lease. Richard Rogers asked if there was adequate parking when the center was built and, if so, what is causing the problem now. Ms. Connolly said there are three restaurants in the center, which is more than had been anticipated, and that parking for restaurants is calculated based on the number of seats while retail parking is based on the stgre's square footage. Mr. Sledz asked if the Variation could run concurrent with the lease or that particular use. Michael Blue, Deputy Director of Community Development, said the Variation runs with the land and that the draf~ parking agreement does run concurrent w/th the lease. Planning and Zoning Commission Arlene Juracek, Chairperson PZ-04-02 Page 3 James Kaplan, 1770 1st Street, Highland Park, Illinois, was sworn in and testified that he had been approached by Boston Market to lease 3,000 s.f. of the property at the southmost part of the center. He said that Starbucks Restaurant is at the far north of the property and Quizno's Restaurant is at the middle of the center. Mr. Kaplan said all these restaurants are categorized as food users and the Village's parking requirements are based on the number of seats that each business has. He said Starbuoks has 30 seats and Quizno's has 45 seats, but fi.om 11:30-2:30 Monday to Friday, 10 people at a maximum are seated; it is more a carryout restaurant than a sit-down type. Mr. Kaplan said Starbucks peak hours are in the morning and their customers are in-and out quickly. He stated that the majority of tenants in the center have very quick turnover with the exception of the hair salon, In order to proceed with Boston Market's lease, he explored the possibility of obtaining offsite parking, if needed, within 500' of the shopping center. · Mr, Kaplan said he would prefer not to lease off-site parking and would prefer to continue with the request for a Variation. Mr. Kaplan said tenants am encouraged to have employees park behind the center, to carpool, and use public transportation. He said Quizno's closes at 8 p.m., their peak hours are 11:30-2, and that 60% of their orders are carryout. He introduced Mr. Stile of Boston Market to discuss their proposed parking needs. Jim Stile of Boston Market, 4320 Winfield Road-Ste. 400, Warrenville, IL, 60555, was swom in. Mr. Stile said their business consists of 65% dinner, 35% lunch. He said they do not serve breakfast and have a phenomenal amount of take-out. He said the business started in Boston as just a storefront offering home-meal replacement, only as take-out. When pumhased by an investmenf group and changed to a sit-down restaurant they still experienced well over 45% take-out activity. In July, 2000 MacDonald's purchased Boston Market and the take-out trend remained. Even when Boston Market converted to freestanding buildings with a drive-thru in 35% of their stores, 45% of in-store business remained take-out. They feel this is due to the fact that their product isn't a pm-made sandwich and that people can see what their food looks like before they order. He said that this building will not have a drive-thru and will be 55% kitchen/45% seating, They anticipate-having 56 seats, with no deviation from that number, and their lease will contain a restrictive covenant that would restrict competing food stores. Mr. Sledz asked how many people occupy cars in the lot at various times. Mr. Stile said studies on this topic indicate 2.2 people to a car at lunch, 1 to a car for breakfast. Ms. Juracek asked if the parking a.rrangement was definite. She noted the contemplated term was for 19 spaces for I0 years. Mr. Kaplan agreed that was the way the lease read and the spaces were there if needed. He said they have an amicable agreement with F&F, who provided the leased spaces. Chairperson Juracek closed the public hearing at 10:45 and asked for a motion. Commissioners had questions about approving the Variation vs. accepting the parking leasing agreement. Mr. Blue.said that approving the Variation would grant Zoning that would allow the site to park itself and that the 19 spaces would not be necessary from a Zoning standpoint. To grant the Variation as requested tonight would effectively, from a Land Use and Zoning point, be the end of it and the contract for the 19 spaces would be irrelevant. If in the operation of the mall, the owner finds they need more parking spaces, the contract is available to them. If the Variation were denied, they would have the 19 spaces on the adjacent property to accommodate Boston Market. He said that without the 19 spaces, Boston Market cannot go in. However, the Planning & Zoning Commission would have to approve the lease agreement. Joseph Dormelly moved to approve the Variation as requested to allow eighty stalls as adequate parking for the center, Case No. PZ-02-02. Merrill Cotten seconded the motion. UPON ROLL CALL: AYES: Sledz NAYS: Donnelley, Cotten, Rogers, Juracek ABSTAIN: Floros lanning and Zoning Commission PZ-04-02 Arlene Suracek, Chairperson Page 4 Motion was denied 4-I. Ms. Juracek then asked for a'~0tion to accept the parking arrangement dated February 24, 2002 to lease 19 parking stalls fi.om F& F Management in the location shown on the draft lease as meeting the intent of the parking requirements in the Code for the Randhurst Crossings Center. Merrill Cotten seconded the motion. UPON ROLL CALL: AYES: Donnelley, Cotten, Floros, Rogers, Juracek Sledz NAYS: None Motion was approved 6-1. At 11:23 p.m., after hearing Case No. PZ-05-02, Richard Rogers made a motion to adjourn, seconded by Matt Sledz. The motion was approved by a voice vote and the meeting was adjourned. Barbara Swiatek, Planning Secretary ~y Co~'-~o~l/yy, Senior Plarmer ~,~ MINUTES OF THE REGULAR MEETING OF THE PLANNING & ZONING coMMIsSION CASE NO. PZ-05-02 PETITIONER: Hearing Date: February 28, 2002 Agata Przybylak 2109 E. Seminole Lane REQUEST: Variation to allow a six-foot fence MEMBERS PRESENT: Merrill Cotten Joseph Donnelly Leo Floros Richard Rogers Matthew Sledz Arlene Juracek, Chairperson MEMBERS ABSENT: Keith Youngquist STAFF MEMBERS PRESENT: Judy Connolly, AICP,.Senior Planner Michael Blue, AICP, Deputy Director of Community Development INTERESTED PARTIES: Agata Przybylak Tom Lend Chairperson Arlene Juracek called the meeting to order at 7:33p.m. Minutes of the January 24 meeting were approved. Ms. Juracek announced the withdrawal of Case No. PC-18-01 and the Commission heard Cases PZ-02-02, PZ-03-02 and PZ044)2. At 10:55, Ms. Juracek introduced Case N02 PZ-05-02, a request for a Variation to allow a 6' fence. She explained that this case would be Planning and Zoning Commission final. Judy Connolly, Senior Planner, introduced the staff memorandum for the case. She said that the subject property is a comer lot, located at the southwest comer of River Road and Seminole Lane. The petitioner obtained a fence permit to install a six-foot .fence along the River Road property line and two separate sections of five-foot fence along the Seminole Lane frontage. An inspection confirmed that the entire fence measUres six-feet in height. The property owner was notified that the fence fronting onto Seminole Lane did not comply with zoning regulations and is now seeking a variation for the existing fence to remain at its current six-foot height in all locations. Also, the fence is required to be entirely behind the house along the exterior side yard. The existing fence is located approximately 4' behind the front of the house. Ms. Cormolly said that the petitioner stated in her application that the property is a unique site and that it is exposed to noise from River Road. The petitioner stated that a six-foot fence is necessary to block the noise and sight of River Road traffic. Also, the taller fence is necessary to keep trash out of the yard and to create a safe play area for the petitioner's child. Ms. Counolly said that in order to approve the taller fence and its location, the request has to meet the standards for a variation listed in the Zoning Ordinance. Ms. Connolly said Staff reviewed the petitioner's plat of survey, site plan, and visited the site after the fence was installed. The property is a triangular shaped comer lot that measures 12,610 square feet. It is developed with a single family home and an attached garage. The applicant installed a six-foot cedar fence, although a five-foot fence was noted on the permit application for the Seminole Lane frontage. During the site visit, Staff observed heavy traffic volumes on River Road that were consistent with traffic volumes for' other major arterial roads. The traffic volumes on Seminole Lane, which is a collector street, were consistent with traffic volumes of other collector streets. According to a 1998 traffic study, over 16,000 vehicles travel on River Road in both directions on a daily basis near Seminole Lane. Ms. Counolly said that while a taller fence on the east side, which is closest to River Road, may help minimize the impact of River Road traffic, the six-foot fence on the west side of the house does not appear to serve this same function. She said that this section of fence is adjacent to a single-family Planning & Zoning Commission PZ-05-02 Arlene Juracek, Chairperson Page 2 residence and the fence is over 100-feet from River Road. In addition, the petitioner created the need for a variation by installing the taller fence and disregarding the Information on the permit application. Ms. Connolly pointed out that the proposed variations to allow a six-foot fence along the Seminole Lane frontage and at its present location are unlikely to have a detrimental impact on neighborhood character. However, the justifications for the taller fence on the west side of the house do not support a finding of hardship, as required by the Zoning. Ordinance. Also, the triangular shape of the subject property and the traffic volume on River Road are unique conditions and support the need for a six-foot fence on the east side of the property in its current location. Based on these findings, Staff recommends.that the Planning & Zoning Commission: deny the Variation to permit a six-foot fence on the west side of the house and approve the Variations for a six-foot fence on the east side of the house in its .. current location for the residence at 2109 E. Seminole Lane, Case No. PZ-05-02. The Planning and Zoning Conmaission's decision is final for this case. Joseph Donnelly asked if the petitioner had applied for a permit before they built the fence. Ms. Connolly said yes, and explained that the permit allowed a 6' fence on the River Road side because it is an arterial road and that the Var/afions are for the fence height on Seminole Lane and the portion of the fence that is not behind the primary structure along River Road. Tom Lend, 8816 Elmore, said he is here on behalf of the people at 2109 E. Seminole Lane. Mr. Lend said the petitioner has a 2-year-old child and that the triangular area along River Road is the best play area because it is near the deck and ldtchen and the mother can watch the child. He said that a safety issue exists because the debris that is thrown from cars and a noise from both River and Seminole River Roads impacts the petitioners' property. He pointed out that the mad curves and that a car veered off the mad and drove directly onto the property. He said that the car almost went into .the petitioner's house. He said that there is heavy traffic on Seminole and that a 6' fence is not even ad.equate at times. Mr. Lend said that the petitioner also wanted to match the neighbor's existing 6' fence. He said the petitioner was udlling to beautify the fence by adding more landscaping. Ms. Juracek noted it was not a stockade fence but an attractive shadow box design. She asked about the notation on the plat that the fence on Seminole was to be a maximum height of 5'. Mr. Lend said that he did not know who had written that on the plat. Agata Przyblak, the petitioner, was sworn in. She said that although nobody wants to break the Code, they felt that they hacl to due to the safety of the child. Also, it was not a question of money since they paid $3,000 for the fence. She reiterated the incident of a truck veering onto their property and said there are many motorcycles that travel on River Road. She said that they wait for the light to change, which is in front of their house,-and create a .great deal of noise. Mr. Sledz said the Rand Road traffic is ver~ heavy and the traffic on Seminole is almost as bad. He said that he can understand the need for a 6' fence on both streets, but he does not see the need for the 6' fence on the west side where it abuts with the adjacent residence. Mr. Rogers agreed with Mr. Sledz's assessment of the fence situation and said that it is a dangerous intersection. Ms. Juracek also agreed and closed the public heating at 11:15. She suggested breaking down the motion into two votes. lanning & Zoning Commission Arlene Juracek, Chairperson PZ-05-02 Page 3 Richard Rogers moved to approve a 6-foot fence to be located 4-feet from the front of the house along River Road and for the east portion of the fence along Seminole Lane. Matthew Sledz seconded the motion. UPON ROLL CALL: AYES: Cotten, Donnelly, Floros, Rogers, Sledz and Juracek NAYS: None Motion was approved 6-0. Richard Rogers moved to require that the 10' section of fence onthe west side of th6 building be lowered to 5' in accordance w/th the Zoning Code. Leo Floros seconded the motion. UPON ROLL CALL: AYES: Donnelly, Floros, Rogers, Sledz and Juraoek NAYS: Cotten Motion was approved 5-1. At 11:23 p.m., Richard Rogers made a .motion to adjourn, seconded by Matt Sledz. The motion was approved by a voice vote and the meeting was adjourned. Barbara Swiatek, Planning Secretary fi'Judy ~dy~olly, Senior Planner~